• Remote Work
    马斯克的反HR管理模式：从企业到联邦政府 Elon Musk’s approach to workforce management, first seen during his Twitter takeover, is now playing out on a national scale. As an advisor to the Trump administration and head of the Department of Government Efficiency (DOGE), Musk is applying his “lean efficiency” philosophy to federal bureaucracy. His tenure at companies like Tesla, SpaceX, and X has been marked by mass layoffs, rigid accountability, and controversial HR policies. While his leadership style prioritizes efficiency and rapid change, it often leads to legal challenges and employee dissatisfaction. Organizations can learn from Musk’s aggressive tactics by balancing accountability with strategic communication and employee well-being. 当一封名为**“十字路口的选择”（A Fork in the Road）**的邮件突然出现在员工的收件箱中，内容警告他们若不回复将被视为自动辞职时，许多人感到不安。这种强硬的管理手段并不是新鲜事，而是埃隆·马斯克（Elon Musk）多年来一贯的管理风格。 早在2022年11月，马斯克收购推特（现X）后，他便裁掉了近一半的员工，并迅速废除远程办公政策，要求所有员工返回办公室，除非获得他的个人批准。随后，他发出了一封标志性的邮件，要求留下来的员工接受“极度硬核”的工作模式，即高强度、长时间的工作节奏。 这次大刀阔斧的改革为外界提供了一个窗口，让人们得以一窥马斯克的管理哲学：极端效率、高度问责、快速决策。这一模式已在他旗下的多家公司——特斯拉（Tesla）、SpaceX 和 Neuralink 等得到了体现，如今，他正试图将其应用到美国联邦政府。作为特朗普政府的顾问及“政府效率部”（DOGE）负责人，马斯克正在推行一系列激进的机构改革，包括裁员、重组和强化绩效考核制度，而这些措施无一不让人想起当初的推特改革。 HR眼中的马斯克模式 尽管马斯克因创新和商业成就备受推崇，但他的管理风格在HR领域却争议不断。过去十年间，特斯拉因工作环境问题、种族歧视指控、加州工厂的安全隐患等多次被起诉。2024年，特斯拉刚刚解决了一起涉及多次陪审团裁决的歧视案件，而SpaceX和Neuralink也因不公平的劳动实践和工作环境问题受到关注。X（推特）更是深陷与前员工的法律纠纷，许多前员工因被裁员后未能获得合法的遣散补偿而成功通过仲裁维权。 更值得关注的是，马斯克的企业文化刻意削弱传统HR机制。2020年，特斯拉曾推出一份被称为“反手册”（Anti-Handbook）的员工手册，明确表示公司不推崇传统的规章制度，认为“政策和规则只是为了设定最低标准，而我们不是那样的公司。”这一理念强调员工的高绩效要求，但也意味着更少的保护和支持。 从企业到联邦政府：HR的挑战与机遇 如今，这一反HR模式正被复制到联邦政府。最明显的例子之一是美国人事管理办公室（OPM）近期向部分政府雇员发出的裁员通知，邮件的标题恰好也是“十字路口的选择”。在政府机构，马斯克正在推行更严苛的绩效管理体系，例如要求员工每周提交五项工作成果，然而，这种方式在高度官僚化的政府机构中难以实施，并已导致部分裁员决策被法院驳回。 专家分析指出，马斯克的模式核心在于高度问责，但缺乏过渡和沟通，这也是其争议所在。“他的管理风格强调立刻执行，而不是渐进式调整，” 谈判专家安德烈斯·拉雷斯（Andres Lares）表示，“但在政府这样的大型机构中，像泰坦尼克号掉头一样，不可能一夜之间完成变革。” 与此同时，HR行业也在思考如何应对这一趋势。一方面，组织可以学习马斯克在提升效率方面的成功经验，打造更具执行力的文化；另一方面，企业需要避免极端化，确保变革过程中员工的信任和稳定性。例如，在远程办公问题上，马斯克持强硬立场，认为“远程办公的员工大多是假装工作”，但HR专家指出，灵活办公模式对于许多员工（如照顾家庭的职场人士）至关重要，过度削减灵活性可能会导致人才流失。 结语：HR该如何应对马斯克模式？ 马斯克的HR模式已经不再局限于企业，而是进入了政府机构，并可能对未来的管理模式产生深远影响。对于HR从业者来说，这是一个思考如何平衡效率、问责与员工福祉的机会。HR需要关注的不仅是绩效，还包括组织文化、信任和沟通方式。企业可以借鉴马斯克的高效执行力，但要避免因过度强调效率而破坏员工关系。 毕竟，一个可持续的组织，不能只靠“极端效率”运作。 作者：Ryan Golden
    Remote Work
    2025年03月08日
  • Remote Work
    David Green: The best HR & People Analytics articles of February 2025 2025年2月的 Data Driven HR Monthly 深入探讨了影响未来HR战略的关键趋势，涵盖了混合办公、AI驱动的技能管理、组织设计以及人力资源分析的最新发展。 麦肯锡提出了一种全新的HR运营模式，强调**“人力资源战略家、数据科学家和技术专家”** 的三位一体架构，以增强HR的战略影响力。同时，世界经济论坛（WEF）发布了**《全球技能分类法工具包》**，推动企业采用通用的技能语言，以提升人才管理能力。 另一个重要议题是任务智能（Task Intelligence），TechWolf的研究表明，企业应关注员工实际执行的任务，而不仅仅是他们具备的技能。这种方法有助于精准规划人才需求、优化招聘和培训，并挖掘自动化机会，以提升企业效能。 此外，混合办公和多样性、公平性、包容性（DEI）等议题正日益被政治化。美国最新数据表明，2025年1月仍有29%的工作日为远程办公，但企业对重返办公室（RTO）的讨论持续升温。随着AI的发展，HR部门如何平衡企业需求与员工期望，将成为未来几年最重要的挑战之一。 本期还关注了HR科技市场的发展，例如Gartner对2025年首席人力官（CHRO）的三大战略优先事项，以及AI在HR转型中的应用案例。对于希望在人力资源管理中充分利用数据和科技的HR领导者来说，本期内容不容错过！ February is supposed to be the shortest month but the 2025 version felt conspicuously long. We may be living in a post-truth world but it is an irrefutable fact that it was Ukraine that was invaded just over three years ago by 150,000 Russian troops. The Ukrainian people - and Volodymyr Zelenskyy - need to be supported not disparaged. Compiling this month’s edition of the Data Driven HR Monthly proved to be a welcome distraction from geopolitics, even if two hitherto work topics that are increasingly being politicised - hybrid work and diversity, equity and inclusion - feature prominently. Other selections include a fresh take on the HR operating model from McKinsey, which is founded upon a strategic triumvirate of people strategists, people scientists, and people technologists. Look out also for a Global Skills Taxonomy toolkit from the World Economic Forum, as well a list of 20 global people analytics influencers, which was compiled using active ONA data. Enjoy! This edition of the Data Driven HR Monthly is sponsored by our friends at TechWolf Are we looking at skills the wrong way? AI and automation are reshaping work. By 2028, one-third of enterprise software will automate tasks and decisions (Gartner), and McKinsey estimates this could add 1.2% to annual GDP growth. Yet, 92% of HR leaders say (Gartner) they don’t have reliable data on the skills of their workforce. The challenge is clear: How do we ensure skills evolve as fast as work itself? Which skills actually drive business value? How can companies align business and talent strategies with real work? Most organizations track skills through self-reports, manager assessments, and outdated frameworks. An AI data layer like TechWolf revolutionizes that issue. But skills alone don’t tell the full story—tasks do. "Skills tell us what someone càn do, tasks tell us what they actually do" says Jeroen Van Hautte ?, TechWolf’s CTO & Co-Founder, "They explain why those skills are needed and what value they bring." So to understand skills, we need to understand work itself. That’s where Task Intelligence comes in. By analyzing real work data—from projects, collaboration tools, and enterprise systems—Task Intelligence connects skills to actual work, giving companies a real-time, unbiased view of workforce capabilities. Organizations using task intelligence to gain insights in the skills of their workforce can: Plan workforce needs with confidence Target learning & development where it matters Improve hiring by focusing on real skills Identify automation opportunities to free up time for high-value work Curious to see how task intelligence and AI-powered skills insights are shaping the future of work? Dive into our latest insights: ? How TechWolf Bridges Skills and Work ? Exploring the Task-Skill Connection TechWolf helps large enterprises understand the skills they have, the skills they need, and how to manage the gap in between—powered by AI. To explore how TechWolf’s AI can help your organization, reach out at hello@techwolf.ai or visit techwolf.ai. To sponsor an edition of the Data Driven HR Monthly, and share your brand with more than 140,000 Data Driven HR Monthly subscribers, send an email to dgreen@zandel.org. FEBRUARY ROAD REPORT In the last week of February, I had the privilege of chairing the second People Analytics World event in Zürich, which Ralf Buechsenschuss perfectly captures in his key takeaways and learnings.  Thanks to Barry Swales and his team for organising a great two days. From Zürich, I am now heading to New York where Jamie Nevshehir and his team at NBC Universal are hosting a peer meeting for members of the Insight222 People Analytics Program®. It promises to be an enthralling two days with more than 70 people analytics professionals attending and a line-up of speakers including: Dawn Klinghoffer, Geetanjali Gamel, Anshul Sheopuri and Jeremy Shapiro. Also in March, I’m looking forward to delivering keynotes at HiBob’s Heartcore HR Live event in London on March 13, as well as the Workhuman Live Forum, also in London on March 19. I hope to see some of you there. February also saw the acquisition of eqtble by Paradox - congrats to Adam Godson, Gabe Horwitz, Joseph Ifiegbu and all concerned. Share the love! Enjoy reading the collection of resources for February and, if you do, please share some data driven HR love with your colleagues and networks. Thanks to the many of you who liked, shared and/or commented on January’s compendium. If you enjoy a dose of curated learning (and the Digital HR Leaders podcast), the Insight222 newsletter: Digital HR Leaders newsletter is usually published every other Tuesday – subscribe here – and read the latest edition. HYBRID, GENERATIVE AI AND THE FUTURE OF WORK PHIL KIRSCHNER - McKinsey On Return To Office: Leaders Are Focused On The Wrong Thing | AARON DE SMET, BROOKE WEDDLE, BRYAN HANCOCK, MARIN MUGAYAR-BALDOCCHI, AND TAYLOR LAURICELLA - Returning to the office? Focus more on practices and less on the policy | NICK BLOOM - There are lies, damned lies and statistics | NICK BLOOM - The Future of Working from Home Leaders must stop obsessing over where work gets done and start improving how it gets done. February’s edition of the Data Driven HR Monthly has to start with this debate on RTO and hybrid. As Phil Kirschner’s article in Forbes explains, McKinsey has been publishing the findings of its ‘talent trends’ research through six studies since 2021. He observes that one clear trend has emerged: “The tension between where employees work and how effectively work gets done has been growing.” The latest McKinsey study finds that there was a surge in RTO from 2023 to 2024, with the proportion of mostly in-person workers (those working in person at least four days a week) doubling to 68 percent, from 34 percent in 2023. In his LinkedIn post citing Mark Twain’s infamous quote, Nick Bloom, who tracks work arrangements and attitudes monthly – see wfhresearch.com – questions the McKinsey data, explaining why he believes it is flawed and has both recall and sample biases. Bloom provides alternative data sources, which find that in January 2025, 29% of paid days in the US were work-from-home days (see FIG 1). Bloom’s supposition is that McKinsey may have felt pressurised by clients that want the narrative that work from home is failing in the media. One hopes that’s not the case, particularly as the main message the authors of the McKinsey article (Aaron De Smet, Brooke Weddle, Bryan Hancock, Marino Mugayar-Baldocchi and Taylor Lauricella) appear to be making is that: “The working model is far less important than the work environment leaders create.” They highlight five core practices to help firms implement a policy that fits their culture: collaboration, connectivity, innovation, mentorship, and skill development (see FIG 2). With the increasing politicisation – and even weaponisation by the new US Administration - of work topics such as flexible working and DEI, expect more debates like this as the year continues to unfurl. FIG 1: About 29% of Paid Days in the US in January 2025 Were Work-From-Home Days (Source: WFH Research) FIG 2: Employees’ ratings of their organization’s maturity in five practices by working model (Source: McKinsey) CALLUM MCRAE AND SAMUEL BAMIDELE - Redefining workplace flexibility: Harmonizing corporate culture and employee satisfaction | KIM PARKER - Many remote workers say they’d be likely to leave their job if they could no longer work from home | BRIAN ELLIOTT, ANNIE DEAN, AND KEVIN OAKES – Navigating the Return-to-Office, Hybrid and Remote Landscape Three more resources to help readers of the Data Driven HR Monthly navigate the latest research, challenges and discussions on flexible working. (1) Callum McRae and Samuel BAMIDELE present the key findings from WTW’s 2024 Workplace Flexibility Pulse Survey. One finding is that while 50% of 1,200 companies who participated in the study have policies in place requiring employees to be in the office for two to four days per week, the actual number of in-person days per week is lower (see FIG 3). (2) Similar to the WTW study, which also highlights the risk of employee attrition if companies fail to balance employer and employee needs, Kim Parker presents data from the Pew Research Center, which finds that nearly half of workers who currently work from home some of the time would likely leave if they were no longer able to do so (see FIG 4). (3) Finally, I highly recommend tuning into a recent The Institute for Corporate Productivity (i4cp) webinar, which saw Brian Elliott, Annie Dean, Kevin Oakes, and host Tom Stone get into the complexities of RTO, hybrid and remote work strategies. Topics covered included workplace design, how AI can augment human potential, and how blanket RTO mandates erode trust and engagement. FIG 3: In-office-days required vs. actual by country (Source: WTW) FIG 4: Source: Pew Research Center HANNAH MAYER, LAREINA YEE, MICHAEL CHUI, AND ROGER ROBERTS - Superagency in the workplace: Empowering people to unlock AI’s full potential Almost all companies invest in AI, but just 1 percent believe they are at maturity. The biggest barrier to scaling is not employees—who are ready—but leaders, who are not steering fast enough. Inspired by Reid Hoffman’s book Superagency, this new report from McKinsey asks a similar question: How can companies harness AI to amplify human agency and unlock new levels of creativity and productivity in the workplace? Perhaps the standout conclusion is that employees are ready for AI but that the biggest barrier to success is leadership. The report is presented in five chapters. (1) An analysis of the rapid advancement of technology over the past two years and its implications for business adoption of AI. (2) The attitudes and perceptions of employees and leaders, with the former three times more likely than leaders realise to believe that AI will replace 30 percent of their work in the next year. (3) An examination of the need for speed and safety in AI deployment, with half of employees worrying about AI inaccuracy and cybersecurity risks. (4) A look at how companies risk losing ground in the AI race if leaders do not set bold goals. (5) Guidance on what is required for leaders to set their teams up for success with AI: “The challenge of AI in the workplace is not a technology challenge. It is a business challenge that calls upon leaders to align teams, address AI headwinds, and rewire their companies for change.” Finally, the article poses three questions each for leaders and employees to meet their AI future (see FIG 5). If you enjoy the article, I also recommend diving into AI in Action, an interactive four-part learning journey featuring Reid Hoffman and Lareina Yee, one of the authors of the McKinsey report. (Authors: Hannah M. Mayer, Lareina Yee, Michael Chui, and Roger Roberts). FIG 5: Questions to shape a company’s AI future (Adapted from McKinsey) FELIPE JARA - The Reality Check: Making AI in HR Actually Work While 75% of organisations are still in early stages of AI adoption, those taking a systematic, process-led approach will see remarkable results - from 40% efficiency gains to fundamental transformations in how HR operates. In his comprehensive and illuminating article, Felipe Jara analyses AI transformation in HR, breaking it down into four sections: (1) The Reality Check, which examines some of the barriers holding HR back: capability, financial constraints, delivery limitations, and technology. (2) The Process Revolution, examining the promise. With cases studies from the likes of Mastercard, IBM and Stanford Health Care, and how AI can augment the employee lifecycle (see FIG 6). (3) The Maturity Journey, which presents a maturity model from Deloitte and provides guidance on how to move forward. (4) The Implementation Framework, presenting a four-step approach to enabling AI in HR. FIG 6: The AI-Augmented Talent Lifecycle (Source: Felipe Jara) PEOPLE ANALYTICS ANDREW PITTS, MATTHEW DIABES, RICHARD ROSENOW AND STEPHANIE MURPHY - Top 20 People Analytics Influencers and more from the PANC Whilst I always appreciate being included on ‘influencer’ lists, most are wholly subjective and compiled using little or no data. This makes the People Analytics Network Census (PANC), all the more interesting. The initiative, which is the brainchild of Andrew Pitts, Matthew Diabes, PhD, Richard Rosenow and Stephanie Murphy, Ph.D., uses active organisational network analysis to map the global people analytics network. The results, which are based on more than 450 participants, are presented in five groups: (1) Top 20 Overall People Analytics Influencers, (2) Top 3 Networking Influencers, (3) Top 3 Mentorship Influencers, (4) Top 3 Technical Influencers (5) Top 10 Influencers from Outside of the United States. It’s a real honour to be included in the first list. Congrats to all those selected – many of whom I count as friends, colleagues and inspirations: Al Adamsen, Alexis Fink, Amit Mohindra, Andrew Pitts, Cole Napper, Dave Ulrich, Dawn Klinghoffer, Heather Whiteman, Ph.D., Ian OKeefe, John Boudreau, Josh Bersin, Mark H. Hanson, Michael Arena, Michael M. Moon, PhD, Patrick Coolen, Richard Rosenow, Rob Cross, Stacia Sherman Garr, Stephanie Murphy, Ph.D., Annika Schultz, Barry Swales, Greg Pryor, Lexy Martin, Michelle Deneau, Kevin Erikson, Kevin S., Michael Walsh, PhD, Adam McKinnon, PhD., David Shontz, Jaap Veldkamp, Kinsey Li, Leopoldo Torres, Ludek Stehlik, Ph.D., Martha Curioni, Rafael Uribe, Sanja Licina, Ph.D. MCKINSEY - What makes product teams effective? In episodes of the Digital HR Leaders podcast with leaders such as Ian OKeefe (here) and Aashish Sharma (here), we’ve talked about the importance of productisation in people analytics. Moreover, Insight222’s 2024 People Analytics Ecosystem study found that ‘analytics at scale’ teams (those teams that turn an insight, prediction, or algorithm into a product) have emerged as a core capability in the people analytics function of Leading Companies. As such, this article by Santiago Comella-Dorda, Vik Sohoni, Arun Sunderraj, Dan Gardner, and Lauren Gingerich McCoy for McKinsey is required reading for people analytics leaders. They analysed data from 1,700 teams, to measure how five capabilities (strategy, structure, people, process, and technology) impact four main outcomes (effectiveness, speed, productivity, and quality). This article focuses on the key capabilities required for three sub-outcomes of effectiveness: (1) Delivery predictability, (2) Value realisation (see FIG 7), and (3) Team engagement. FIG 7: The ten key capabilities of value realisation in product teams (Source: McKinsey) HELEN FRIEDMAN - Early Trends Influencing People Analytics Agendas In 2025 | BEN BERRY - The Rise of External Talent Intelligence as a Strategic Priority | DAVID BOYLE - Beyond Build-Buy-Borrow: "Blend" Emerges as a Pillar of Workforce Strategy | HESHAM AHMED - The three pillars of competitive advantage in data & analytics In each edition of the Data Driven HR Monthly, I feature a collection of articles by current and recent people analytics leaders. These are intended to act as a spur and inspiration to the field. Four are highlighted in this month’s edition. (1) Helen Friedman walks through three topics shaping many current people analytics agendas: workforce planning, AI in relation to skills and pay equity, and using data to drive decisions around turnover, pay and managing uncertainty. (2) Ben Berry explains why the use of external talent intelligence data by organisation is rising sharply, how they’re using this data and what we can expect to see in the future. (3) David Boyle writes on the emergence of ‘blend’ as a fourth pillar of workforce planning: “Workforce strategy and AI strategy have the potential to trip over each other if they are not synchronized.” (4) Hesham Ahmed outlines three ways data and analytics can drive competitive advantage: superiority of information, insight and action (see FIG 8): “Superiority of action: it is not sufficient to know something that others don’t. It is the ability to act on that information or insight that leads to an advantage or edge.” FIG 8: Three pillars of competitive advantage in data and analytics (Source: Hesham Ahmed) THE EVOLUTION OF HR, LEARNING, AND DATA DRIVEN CULTURE ASMUS KOMM, FERNANDA MAYOL, NEEL GANDHI, SANDRA DURTH, AND JASMIN KIEFER - A new operating model for people management: More personal, more tech, more human Organizations that excel in both people development and financial performance are four times as likely as peers to outperform financially and one and a half times as likely as peers to remain top tier year on year. In the last three years, the most popular resource I have shared on LinkedIn, with over 1m views is McKinsey’s 2022 article, HR’s new Operating Model. The sequel is likely to drive just as much interest. In this article, which I was grateful to be invited to contribute to, the McKinsey team of Asmus Komm, Fernanda Mayol, Neel Gandhi, Sandra Durth, and Jasmin Kiefer explore a new vision of people management, centred on hyper-personalising the employee experience. Their findings conclude that that only about 20 percent of the most strategic activities in today’s HR portfolios will remain with two-thirds of current HR tasks being automated to a large degree (see FIG 9). They also outline the core elements of the operating system required to turn their vision into reality encompassing (1) Establishing a strategic triumvirate of people strategists, people scientists, and people technologists, (2) Streamlining the people operating model: more strategic, more fluid, and more tech-enabled (see FIG 10), and (3) Mastering complexity with technology. The authors also set out concrete steps organisations can take to implement a new people operating system. These steps include the need to experiment, a focus on continuous improvement and an onus on scaling what works. FIG 9: Two-thirds of today’s people management processes can be largely automated (Source: McKinsey) FIG 10: The future operating model for people management will be more strategic, fluid and tech-enabled (Source: McKinsey) GARTNER - Top 3 Strategic Priorities for Chief HR Officers CHROs are navigating a complex landscape shaped by several key trends. CEOs prioritizing growth through transformation, AI deployment challenges and shifting labor market pressures on talent strategies are influencing how the best organizations are leading HR to achieve business goals. New research from Gartner identifying the three top CHRO focus areas for 2025: (1) Elevating HR’s impact on the organisation’s growth strategy. (2) Building a deep bench of change leaders. (3) Creating a future-ready workforce. The report provides a deep-dive on the three priorities with guidance and methodologies on how to drive success in each, such as the Talent Risk Assessment Heat Map (see FIG 11). The report also contains a powerful section on the new capabilities required by chief people officers (see FIG 12) and HR professionals. A must-read. FIG 11: Example Talent Risk Assessment Heat Map (Source: Gartner) FIG 12: Model of a World-Class CHRO (Source: Gartner) DAVE ULRICH AND ROBERT DAVID - How HR Can Help Deliver Both Market Share and Customer Share through Human Capability The evidence shows that when HR engages customers in talent, organization, leadership, and HR department initiatives, both market share and customer share improve. What role can chief human resources officers play in helping their organisations to increase customer share while building market share? In their article, Dave Ulrich and Robert David outline five specific steps CHROs can take, which together demonstrate how HR can move from its traditional support role to help drive customer relationships and business growth: (1) Identify targeted customers – focus human capability investments on these. (2) Track customer share. (3) Define customer connection. (4) Engage with target customers (see FIG 13), and (5) Change HR conversations. For more on why and how HR professionals can increase their engagement with customers, do listen to Dave in discussion with Stacia Garr and me on this episode pf the Digital HR Leaders podcast: How HR Can Create Stakeholder Value and Drive Organisational Growth. FIG 13: Ways to connect and engage with customers (Source: Dave Ulrich and Robert David) WORKFORCE PLANNING, ORG DESIGN, AND SKILLS-BASED ORGANISATIONS WORLD ECONOMIC FORUM - Global Skills Taxonomy Adoption Toolkit: Defining a Common Skills Language for a Future-Ready Workforce Skills and talent shortages are critical challenges hindering economic growth, limiting business opportunities, and curbing individual potential. As technology rapidly advances and economic landscapes continue to shift, a common skills language is urgently needed to bridge gaps and enable workforce transformation. The World Economic Forum is spoiling us thus far in 2025. Not content with publishing the barnstorming Future of Jobs 2025 report, they have also released the Global Skills Taxonomy Adoption Toolkit, which will be a boon for workforce planners and people analysts everywhere. The toolkit is designed to equip leaders with actionable steps, evidence-based insights, and real-world case studies to adopt a common skills language and embed skills-first approaches into talent management strategies. Contents include (1) reasons for adopting a common skills taxonomy, (2) a Global Skills Taxonomy roadmap comprised of three phases (see FIG 14), and (3) key insights and methodologies for implementing each phase. Kudos to the authors - Neil Allison, Ximena Játiva, and Aarushi Singhania along with a stellar cast of contributors including Peter Brown MBE, Simon Brown ??, Shannon Custard, Soon Joo Gog, Kelli Jordan, and Jan Meyer. FIG 14: Global Skills Taxonomy adoption roadmap (Source: World Economic Forum) EMPLOYEE LISTENING, EMPLOYEE EXPERIENCE, AND EMPLOYEE WELLBEING IT SURVEY GROUP - The Future of Feedback: Trends Shaping Employee Listening in 2025 AI and technology advancement are game changers for the listening and survey space. They will allow us to synthesize and interpret data – particularly qualitative data – with unprecedented speed and complexity What are the key trends shaping the evolution of employee listening? Who better to ask than practitioners at the forefront of this important work. In their article, members of the IT Survey Group – including Megan Sherman, Ph.D., Kristin Saboe, Ph.D., Sophie Horneber, Anthony Ariano, Caitie Jacobson Mikulis, David Koch, Kellie Roberts, M.A., Stephanie Andel, PhD, and Robyn Petree-Guzman, Ph.D. present five trends shaping employee listening in 2025 (see FIG 15): (1) Supercharging sentiment, (2) “Silent” signaling, (3) Synergising surveys, (4) Guiding greatness, and (5) Refining the rhythm. FIG 15: Top five trends for employee listening (Source: IT Survey Group) NICK LYNN - Proactive Accountability: Turning Employee Insights into Action Proactive accountability is more than just a practice — it’s a cultural commitment to transforming insights into meaningful action. It thrives on clear ownership, well-defined goals, and unwavering transparency. Nick Lynn uses the concept of ‘proactive accountability’, which is commonplace in health and safety work, to solve the habitual challenge of turning insights gathered from employee listening work into meaningful actions (see FIG 16). Nick examines some of the common challenges from moving from insight to action such as the lack of a framework to prioritise feedback, slow decision-making, and poo communication. He explains why proactive accountability matters and how to foster it including developing a structured framework, assigning clear ownership, setting measurable goals, leveraging technology, building a community of change leaders, and celebrating success. FIG 16: Proactive accountability (Source: Nick Lynn) LEADERSHIP, CULTURE, AND LEARNING DARRELL RIGBY AND ZACH FIRST – The Power of Strategic Fit Companies that excel at creating stakeholder value attract and retain the most valuable stakeholders, gaining a competitive advantage. In their article for Harvard Business Review, Bain partners Darrell Rigby and Zach First how to create a cohesive strategy that unleashes the power of ‘strategic fit’, which they define as: “Strategic fit is the degree of alignment and amount of synergy in a company’s business system.” They identify seven strategic factors: (1) the mental model, (2) purpose and ambitions, (3) stakeholder value creation, (4) macro forces, (5) markets and products, (6) competitive advantages, and (7) the operating model. They explain how aligning them generates beneficial multiplier effects, and – especially relevant for HR and people analytics professionals – demonstrate how creating value for employees and other stakeholders leads to higher returns (see FIG 17). FIG 17: Strategic Fit Leads to Higher Returns (Source: Bain) ANNE MCSILVER | LINKEDIN – Workplace Learning Report 2025: The rise of career champions Learning combined with career development — leadership training, coaching, internal mobility, and more — accelerates the flow of critical skills to keep pace with business needs The key theme of LinkedIn’s Workplace Learning Report 2025 is that the 36% of companies categorised as ‘career development champions’ (those companies with robust programs that yield business results) enjoy positive correlations with profitability outlook, confidence to attract and retain talent, and increased adoption of GAI. The report, with lead author Anne McSilver, features contributions from a host of talent leaders including: Vidya Krishnan (“The companies that outlearn other companies will outperform them.”), Chris Louie, Chris Foltz, Jennifer Shappley, Al Dea and Amanda Nolen (“You must be able to answer at least one of these three questions: How will this initiative help you to make money, save money, or mitigate risk for the company.”). The report also presents five talent foundations designed to accelerate career-driven learning: (1) Build the right skills, faster (see FIG 18). (2) Help people – and skills – move more easily. (3) Measure business impact. (4) Empower managers to support employee careers. (5) Inspire individual career growth. Thanks to Jennifer Gronski for making me aware of the report. FIG 18: Skills-based talent and career development champions (Source: LinkedIn) DIVERSITY, EQUITY, INCLUSION AND BELONGING STACIA GARR - Understanding the Impact of Recent DEI Executive Orders | KENJI YOSHINO, DAVID GLASGOW, AND CHRISTINA JOSEPH - The Legal Landscape Around DEI Is Shifting. Your Messaging Should, Too | JOSH BERSIN - Despite Political Firestorm, Diversity Investments Are Alive And Well | JOELLE EMERSON - Continuing the Work of DEI, No Matter What Your Company Calls It | While DEI the acronym may be on the decline, the work itself will remain vital for organizations that want to thrive today and in the future. President Trump’s two executive orders (EOs) to “end radical and wasteful” Diversity, Equity, Inclusion and Accessibility initiatives, and litigate up to nine private companies as examples have set off a hailstorm of amazement and uncertainty. From what I’ve come across to date, here are some resources I recommend consuming: (1) Stacia Sherman Garr of RedThread Research was one of the first out of the blocks with a very helpful summary of the EOs and their implications. (2) Kenji Yoshino, David Glasgow, and Christina Joseph from the NYU School of Law’s Meltzer Center for Diversity, Inclusion, and Belonging, set out best practices on communicating about DEI, offer some sample language to avoid legal risk, and share strategies to disseminate these best practices throughout your organisation. (3) Josh Bersin offers a glimmer of hope in his article, first by highlighting organisations like Apple, Microsoft and JP Morgan that have all come out publicly against anti-DEI initiatives, and second by emphasising that rather than turning away from DEI, many companies are instead “embedding DEI into the disciplines of leadership, recruitment, performance management, and rewards.” (4) Joelle Emerson presents findings from a study by Paradigm, The State of Culture and Inclusion: 2024 Trends and a Look Ahead at 2025, which outlines three ways companies should consider shifting their approach to DEI: resetting the narrative, using data more effectively, and moving from siloed efforts to an embedded company-wide focus on creating cultures that work for everyone. HR TECH VOICES Much of the innovation in the field continues to be driven by the vendor community, and I’ve picked out a few resources from February that I recommend readers delve into. In a slight change-up this month, I’ll start with a couple of pieces that analyse the people analytics and wider HR technology market: FRANZ GILBERT AND MATTHEW SHANNON - How agentic AI is changing HR dynamics in 2025 – Deloitte's Human Capital Forward team of Franz Gilbert and Matthew Shannon unveil six trends that will likely change how humans and technology work together in the year ahead. Their first prediction is that: “Improved macroeconomic factors will drive increased investment and transactions in the HR technology market.” MERCER - The 2024/2025 Skills Snapshot Survey report – The Mercer team of Brian Fisher, Melba Gant, Katie Jenkins, ?Heather Ryan, and Peter Stevenson unveil the findings from their skills snapshot survey. One of the main findings is that the number of organisations attaining a high or very high level in skills maturity has increased significantly compared to 2023 (see FIG 19). FIG 19: Skills maturity across organisations in talent practices, 2024 vs 2023 (Source: Mercer) PHILIP ARKCOLL - How to get people to care about your insights – Philip Arkcoll, CEO at Worklytics, provides a five-step guide to help organisations turn insights from people data into meaningful outcomes. JOHN GUY AND GARETH FLYNN - Simply Skills Chat: SWP, Tasks, AI, Skills and HR – John Guy and Gareth Flynn explore how HR can take advantage of the latest data, toolsets and mindsets to advance the field and drive business value. LOUJAINA ABDELWAHED - Remote Companies Grow Twice as Fast – Loujaina Abdelwahed, PhD presents analysis by Revelio Labs, which finds that workforce growth in companies offering remote and hybrid work arrangements has outpaced that of in-person firms (see FIG 20). FIG 20: Remote and hybrid companies have grown twice as fast as in-person companies (Source: Revelio Labs) PODCASTS OF THE MONTH In another month of high-quality podcasts, I’ve selected five gems for your aural pleasure: (you can also check out the latest episodes of the Digital HR Leaders Podcast – see ‘From My Desk’ below): HEATHER BUSSING – Navigating Trump’s DE&I Executive Orders: Clarity – In a must-listen episode of Workplace Stories, Heather Bussing joins Stacia Sherman Garr and Dani Johnson to unpick the recent executive orders on DE&I, what they mean for businesses, and how employers can navigate this complex landscape without overreacting. JEFFREY PFEFFER – Is Work Killing Us? – “An employer can be a good steward of the human beings whose lives have been entrusted to them — or not,” explains Jeffrey Pfeffer, author of Dying for a Paycheck, to host Kevin Cool, in this powerful episode of the if/then podcast from Stanford Business School. MARC EFFRON - The Science of Talent, 8 Steps to High Performance – Marc Effron joins Cole Napper and Scott Hines, PhD of the Directionally Correct podcast for an absorbing discussion covering topics such as why top I/O psychology Ph.D. programs aren’t more practitioner focused, as well as Marc’s two recent articles: “It’s not the mortar, it’s the bricks” and “Is the juice worth the squeeze”. RICHARD ROSENOW – Reimagining HR: Leveraging AI and Data for Better Outcomes – Richard Rosenow guests on the Capital H podcast with Kyle Forrest to discuss the role of data quality, governance, and AI in enabling HR teams to focus on strategic insights and drive business outcomes. DEBORAH PERRY PISCIONE - Employment Is Changing Forever – Sharing insights from her new book with Josh Drean, Employment is Dead: How Disruptive Technologies are Revolutionizing the Way We Work, Deborah Perry Piscione joins host Alison Beard on HBR IdeaCast to explain why we’re at a pivot point where old models of employment will be replaced by entirely new ones, and how mindset shifts and upskilling can help us prepare. VIDEO OF THE MONTH NAOMI VERGHESE, MADHURA CHAKRABARTI, AND DAVID GREEN | INSIGHT22 – People Analytics Trends Webinar Hopefully, I’ll be excused the mild dose of self-indulgence here, but this month’s ‘Video of the Month’ is the recent webinar I hosted with Naomi Verghese and Madhura Chakrabarti, PhD on the key findings of fifth annual Insight222 People Analytics Trends report. The webinar includes a deep dive on the four main findings of the study, which include insights on the impact of AI on people analytics, how leading companies measure the value of their work, and what we’ve identified as the adoption gap in people analytics. BOOK OF THE MONTH SERENA HUANG - The Inclusion Equation: Leveraging Data & AI For Organizational Diversity and Well-being Serena H. Huang, Ph.D.’s debut book is incredibly well-timed given the current assault on diversity, equity and inclusion. The Inclusion Equation provides a compelling guide to merging DEI and wellbeing initiatives with people analytics and AI to deliver outcomes for employees – and the business. As I wrote in my endorsement of the book: “The Inclusion Equation acts as a guide for chief people officers to harness data, analytics and technology to create a truly inclusive and healthy environment where workers can thrive.” RESEARCH REPORT OF THE MONTH KYLE LAGUNAS - Unlocking AI’s Potential in HR: A Practical Guide for Leaders This new report from Kyle Lagunas and the team at Aptitude Research is certainly worth a read. It features insights from seasoned HR thinkers and executives like Bob Pulver, Manjuri Sinha, Dustin Cann, and Meghan Rhatigan as well as a practical framework – impact, complexity, and risk - for assessing AI use cases, helping HR and operations professionals cut through the hype and so making smarter technology decisions. FIG 21: Adoption of AI in HR is slowing, but interest isn’t (Source: Aptitude Research) BONUS RESOURCES Some bonus resources to also consume this month: I don't anyone is writing with more quality or consistency on the impact of AI on work and on HR than Jason Averbook read one of his latest pieces, Thriving, Not Just Surviving, in an AI-First World, and then - if you haven't already - subscribe to his Now to Next Substack. Adam Bryant’s Strategic CHRO newsletter is always required reading as his recent interviews with Ellyn Shook (CHROs Must Never Forget That They Are The Voice Of The People On The C-Suite Team) and Peter Fasolo, Ph.D. (You Have To Be Curious About How All The Levers Work In Large-Scale Social Systems) ably demonstrate. Dr Tomas Chamorro-Premuzic asks Can AI Fix Succession Planning? and highlights how passive data can be used to help predict leadership success: “The work of David Stillwell, Sandra Matz and Michal Kosinski demonstrates how AI can infer personality traits and leadership potential from digital footprints, as well as internal company data not historically seen as critical to leadership talent.” In a recent edition of his This Week, In Recruiting newsletter, Hung Lee asks is Elon Musk an existential threat to HR, and presents six compelling arguments to suggest he might be. After reading Hung’s piece, readers may wish that Musk is handed a one-way ticket to mars. Thomas Otter is one of my favourite writers, and in The difficult second album: Advice for HR TECH vendors on launching a second product uses The Stone Roses sophomore album, The Second Coming (actually, a very good album) as a warning for HR Tech vendors intent on launching a second product. Tom Redman and Donna Burbank explain how by mixing together some training, providing an opportunity to speak up, and having better KPIs, leaders can hone a data driven culture: How to Make Everyone Great at Data. In his article, Laurent Reich provides five learnings to make the Corporate Sustainability Reporting Directive (CSRD) and opportunity for HR: CSRD: HR's Burden or Breakthrough? Turning Compliance into Opportunity: 5 learnings. FROM MY DESK February saw the final two episodes of series 44 the Digital HR Leaders podcast, sponsored by our friends at TalentNeuron (thanks to John Lynch, David Wilkins, Maureen McGinness, and the TalentNeuron team). It also saw a special bonus episode featuring my colleagues from Insight222, and the first episode of series 45, sponsored by our friends at Amazing Workplace, Inc. (thanks to Shon Holyfield). HENRIK HÅKANSSON - What People Analytics Leaders Need to Know About Scaling Their Function – Henrik Håkansson, who has built people analytics functions at three companies: Sony, Delivery Hero, and now Volvo Cars, joins me to share practical insights from his journey—what worked, what didn’t, and the lessons he’s learned on scaling people analytics along the way. TOBIAS BARTHOLOMÉ – How Lufthansa Group Combines Operational and Strategic Workforce Planning - Dr. Tobias Bartholomé, Project Lead for Strategic Workforce Planning at Lufthansa Group, joins me to explore why—after nearly a decade—Lufthansa has taken a bold step back to reimagine how it plans for the future of work. JONATHAN FERRAR AND NAOMI VERGHESE - How Leading Companies Turn People Analytics Into Business Value – In a special bonus episode of the Digital HR Leaders podcast, I was joined by my Insight222 colleagues Jonathan Ferrar and Naomi Verghese to uncover what truly differentiates leading companies in people analytics, and what research tells us about the evolution of the field over the last five years. ERIN MEYER - How to Bridge Cultures and Lead Global Teams for Success – Erin Meyer, Professor at INSEAD and author of The Culture Map: Breaking Through the Invisible Boundaries of Global Business joins me for a conversation exploring how cultural differences shape the way we work, lead, and collaborate. DAVID GREEN - How do you leverage People Analytics to inform Strategic Workforce Planning initiatives? – A wrap up of series 44 of the Digital HR Leaders podcast, which featured conversations with Stacia Sherman Garr, Dave Ulrich, Prasad Setty, David Wilkins, Henrik Håkansson, and Dr. Tobias Bartholomé, and featured the common question: How do you leverage People Analytics to inform Strategic Workforce Planning initiatives? LOOKING FOR A NEW ROLE IN PEOPLE ANALYTICS OR HR TECH? I’d like to highlight once again the wonderful resource created by Richard Rosenow and the One Model team of open roles in people analytics and HR technology, which – as Richard’s latest newsletter reveals - now numbers over 500 roles. Look out too for Richard’s People Analytics Talent Book. THANK YOU The team at 365Talents for including me in their Top 50 HR influencers to follow in 2025 Mila Pascual-Nodusso for including the Digital HR Leaders podcast in her list of the Top 6 Spotify Podcasts on Human Resources, Talent Management, and Leadership Development. Neeru Monga for also including the Digital HR Leaders podcast on a list of her seven favourite podcasts. Steve Hunt for concluding after running a ChatGPT summary of the January edition of the Data Driven HR Monthly, that my version “is far more informative, interesting, and enjoyable even if it does take more time to read.” I won’t hang up my cap, just yet then ;-) Hirex for including me as one of 10+ influential experts you need to follow in 2025 Thinkers360 for including me in their list of Top 100 B2B Thought Leaders, Analysts & Influencers You Should Work With In 2025 (EMEA). Finally, a huge thank you to the following people who either shared the January edition of Data Driven HR Monthly and/or posted about the Digital HR Leaders podcast, conferences or other content. It's much appreciated: Thomas Kohler, Steve Sands, Christian Vetter ??, Ashish Pant, Stela Lupushor, Jo Thackray, Elin Thomasian, Guusje Brummer, Russell Flint, Kevin Le Vaillant, RJ Milnor, Ben Berry, Sewmini Amanda, Malinda Perera, Terri Horton, EdD, MBA, MA, SHRM-CP, PHR, Nesimi Akgul, Charlotte Copeman, Amardeep Singh, MBA, Diego Miranda, Jeff Wellstead, Dr Philip Gibbs, Amber O'Mahony, David Simmonds FCIPD, Sachin Sangade, Thiago Pimentel Pinto, Robin Haag, Susan Podlogar (she/her), Torin Ellis, Scott Reida, Catriona Lindsay, Kris Saling, Graham Tollit, Aravind Warrier, Jacob Nielsen, Swechha Mohapatra (IHRP-SP, SHRM-SCP, CIPD), Lewis Garrad, Viktoriia Kriukova (Вікторія Крюкова), Ying Li, Marc Steven Ramos, Danielle Farrell, MA, Greg Pryor, Jose Luis Chavez Vasquez, Michel Ciampi, Jacqui Brassey, PhD, MA, MAfN ?️ (née Schouten), Till Alexander Leopold, Richard Bretzger, José Valdivieso, John Golden, Ph.D., Kathleen Kruse, Kyle Forrest, Matthew Hamilton, Asaf Jackoby, David McLean, Dave Millner, Ben Waber, Ravin Jesuthasan, CFA, FRSA, Federico Bechini, Rebecca Ray, Aizhan Tursunbayeva, PhD, GRP, Tobias W. Goers ツ, Andrew Spence, Michelle Lee ?, Alex Franco, MHRM, Destin Cacioppo, Anisha Aulbach, Megan Reif, Dolapo (Dolly) Oyenuga, Kirsten Edwards, Kimberly Rose, Amanda dos Reis Garcia, Paola Alfaro Alpízar, Anna Kjellberg, Lucie Vottova, Kouros Behzad, Alexis Vergani, Francesca Gabetti, Brandon Roberts, Delia Majarín, Peter Ryan, John Gunawan, Sergio Garcia Mora, Dan George, Gal Mozes, PhD, Chris Long, Ohad Geron, Ryan Wong, Raja Sengupta, Pedro Pereira, Nikita D'Souza, Timo Tischer, Dave Fineman, Monika Manova, Shuang Yueh Pui, PhD, Holly Kortright (she-her), Hanne Hoberg, Andrés García Ayala, Arne-Christian Van Der Tang, Daisy Grewal, Ph.D., Nicolas Quadrelli, Erik Otteson, Bejoy Mathew, Stephen Hickey, Agnes Garaba, Gawain Wang, Emanuele Magrone, Maria Ursu, Marc Caslani, Dan Lapporte, Patrick Coolen, Ian Grant FCIPD, Joonghak Lee, Jaejin Lee, David Balls (FCIPD), Craig Starbuck, PhD, Mariami Lolashvili, Mattijs Mol, David Elkjær, Marie-Hélène Gélinas, MBA (Cand.), Aurélie Crégut, Nick Hudgell, Teodora Staneva, Sonia Mooney, Elizabeth Esarove, Søren Kold, Moïra Taillefer, Monika Mardaus, Tina Peeters, PhD, Ken Clar, Maria Alice Jovinski, Marcela Mury, Toon van der Veer, Madeline Cedeno, Marc Voi Chiuli. (MSc. HRM. Assoc CIPD. MIHRM.), Herbert Burri, Alexander S. Locher, Ava Dossi, Anna Kuzmenko ABOUT THE AUTHOR David Green ?? is a globally respected author, speaker, conference chair, and executive consultant on people analytics, data-driven HR and the future of work. As Managing Partner and Executive Director at Insight222, he has overall responsibility for the delivery of the Insight222 People Analytics Program, which supports the advancement of people analytics in over 100 global organisations. Prior to co-founding Insight222, David accumulated over 20 years experience in the human resources and people analytics fields, including as Global Director of People Analytics Solutions at IBM. As such, David has extensive experience in helping organisations increase value, impact and focus from the wise and ethical use of people analytics. David also hosts the Digital HR Leaders Podcast and is an instructor for Insight222's myHRfuture Academy. His book, co-authored with Jonathan Ferrar, Excellence in People Analytics: How to use Workforce Data to Create Business Value was published in the summer of 2021. MEET ME AT THESE EVENTS I'll be speaking about people analytics, the future of work, and data driven HR at a number of upcoming events in early 2025: March 13 - HiBob Heartcore HR LIVE, London March 19 - Workhuman Live Forum, London April 10-11 - Wharton People Analytics Conference, Philadelphia April 29-30 - People Analytics World, London May 6-8 - UNLEASH America, Las Vegas June 4-6 - TALREOS (Talent Analytics Leadership Roundtable Economic Mobility Summit), Chicago July 31 - August 1 - People Matters TechHR India 2025, Delhi October 21-22 - UNLEASH World, Paris More events will be added as they are confirmed.
    Remote Work
    2025年03月02日
  • Remote Work
    HR and HRIS Trends for 2025: Key Priorities for HR Leaders to Address Today 随着2025年的临近，人力资源（HR）和人力资源信息系统（HRIS）正经历着加速变革的时期。HR流程的数字化、不断变化的员工期望以及新的职场动态，正深刻地重塑组织在人才管理和运营方面的方式。面对这些挑战，HR领导者必须提前洞察趋势并作出调整，以成功推动HR职能的转型。 HR Path作为该领域的领导者，被列入Gartner®《2024年HR转型咨询市场指南》的代表性供应商名单。这一认可彰显了我们在帮助企业进行HR转型方面的专业知识和承诺，使它们能够采用针对未来需求的最佳实践和技术。到2025年，HR领导者不仅需要应对快速变化的环境，还要利用工具和策略，让组织在竞争中保持优势。 本文概述了2025年的关键HR和HRIS趋势，并提供了实用的见解，帮助决策者制定策略并应对未来的挑战。 1. HR职能的数字化转型：至关重要的变革 HR流程的数字化已经成为战略重点。自动化行政任务并利用先进的HRIS工具，使HR领导者能够专注于更高价值的活动，如人才管理和提升员工体验。 人工智能（AI）和机器人流程自动化（RPA）等技术正在重新定义企业在招聘、培训、绩效管理和福利管理方面的方法。到2025年，HR数字化的步伐将因员工期望和业务效率的需要而进一步加快。 2. 员工体验：HR战略的核心 到2025年，员工体验仍将是HR的核心优先事项。员工期望迅速演变，灵活性、自主性、工作场所幸福感和成长机会成为吸引和留住人才的关键因素。 HR领导者需要实施能够为每位员工提供无缝且个性化体验的解决方案，无论他们的工作模式是现场、混合还是远程。HRIS工具通过集中信息、简化行政流程和改进组织内部的沟通，为员工创造一个他们感到被重视和投入的工作环境。 3. 人力资源数据在人才管理中的战略重要性 HR数据在战略决策中变得愈发重要。大数据和HR分析使HR领导者能够更好地理解员工行为、识别关键人才并预测未来技能需求。到2025年，利用HR数据进行战略决策将成为首要任务。 企业必须投资于收集、分析和利用HR数据的工具，以优化招聘、绩效管理和劳动力规划流程。定制的仪表板和报告将帮助HR领导者监控其战略的有效性，并根据实际业务需求进行调整。 4. 远程办公与灵活性：混合模式的演变 到2025年，混合工作模式将继续占主导地位，但会更加细化。许多公司可能会保留完全或部分远程的工作安排，而另一些公司则逐步恢复到更传统的现场模式，或实施符合其业务和员工需求的混合系统。 后疫情时期表明，没有单一方法适合所有组织。有些公司发现远程办公提高了生产力并提供了更大的灵活性，而另一些公司更重视面对面的协作和公司文化的加强。 企业需要找到平衡点： 对一些公司来说，这可能意味着固定的办公室日以维持团队凝聚力和协同工作。 对另一些公司而言，则可能是灵活的混合模式，让员工选择远程或办公室工作时间。 HRIS工具将在管理这种灵活性方面发挥关键作用，包括跟踪考勤、管理缺勤和优化工作日程。这些工具还将衡量这些实践对绩效和员工幸福感的影响。 5. 持续学习与技能发展：战略重点 到2025年，持续学习和技能发展将成为中心议题。企业必须预测岗位角色和技能需求的变化，以应对未来挑战。提升技能和重新培养将成为支持员工职业成长的首要任务。 HR领导者应投资于在线培训解决方案、学习管理系统（LMS）和学习体验平台（LXP），以提供灵活、可访问和个性化的培训路径。这些工具将帮助员工保持技能的更新，同时促进他们在组织中的成长。 6. 多样性与包容性：2025年的关键目标 多样性与包容性（D&I）将在2025年继续成为优先事项。企业必须实施具体的战略，以促进包容性的工作环境。HR领导者需要确保招聘、职业管理和薪酬实践的公平性和透明性。 HRIS工具应包括跟踪D&I计划和衡量进展的功能。目标是创造一个无论性别、背景或经验如何，每位员工都能茁壮成长的工作场所。 7. 员工幸福感：2025年的重点 员工幸福感，特别是心理健康，将成为2025年HR领导者的关键关注点。企业必须引入心理支持计划，促进工作与生活的平衡，并提供更加适应员工需求的工作空间。 HRIS工具可以整合幸福感项目，衡量员工满意度并提供支持服务。到2025年，创造一个健康的工作环境将成为吸引和留住顶尖人才的重要因素。 总结 2025年，HR和HRIS趋势将与组织的演进密不可分。为在这场转型中取得成功，HR领导者必须预测不断变化的员工期望，拥抱数字技术，并专注于灵活性、学习、多样性和幸福感为中心的战略。通过今天做出正确的决策，企业不仅可以应对当前的挑战，还能在未来职场中占据领导地位。   As we approach 2025, human resources (HR) and human resource information systems (HRIS) are undergoing a period of accelerated transformation. The digitalization of HR processes, evolving employee expectations, and new workplace dynamics are profoundly reshaping how organizations manage talent and operations. In light of these challenges, HR leaders must anticipate trends and adapt to drive the transformation of their HR functions successfully. HR Path, recognized as a leader in this field, was listed as a Representative Vendor in the Gartner® Market Guide for HR Transformation Consulting 2024. This acknowledgment underscores our expertise and commitment to helping businesses navigate HR transformations, enabling them to adopt best practices and technologies tailored to future demands. By 2025, HR leaders will not only have to manage a rapidly changing environment but also leverage the tools and strategies that will keep their organizations competitive. This article provides an overview of key HR and HRIS trends for 2025, offering practical insights to help decision-makers structure their strategies and address upcoming challenges.   1. The Digitalization of HR Functions: A Vital Transformation The digitalization of HR processes is now a strategic imperative. Automating administrative tasks and utilizing sophisticated HRIS tools allow HR leaders to focus on higher-value activities, such as talent management and enhancing employee experiences. Technologies like artificial intelligence (AI) and robotic process automation (RPA) are redefining how organizations approach recruitment, training, performance management, and benefits administration. In 2025, the pace of HR digitalization will continue to accelerate, driven by employee expectations and the need for overall business efficiency.   2. Employee Experience: The Core of HR Strategy Employee experience will remain at the heart of HR priorities in 2025. Employee expectations are evolving rapidly, with flexibility, autonomy, workplace well-being, and growth opportunities emerging as essential factors for attracting and retaining talent. HR leaders must implement solutions that provide a seamless and personalized experience for every employee, regardless of their role or work model (on-site, hybrid, or remote). HRIS tools play a crucial role in delivering this experience by centralizing information, simplifying administrative processes, and improving communication across the organization. The goal is to create a work environment where every employee feels valued and engaged.   3. The Strategic Importance of HR Data in Talent Management HR data is becoming increasingly central to strategic decision-making. Big data and HR analytics enable HR leaders to better understand employee behaviors, identify key talent, and predict future skill needs. By 2025, leveraging HR data for strategic decision-making will be a top priority. Organizations must invest in tools that collect, analyze, and utilize HR data to optimize recruitment, performance management, and workforce planning processes. Custom dashboards and reports will help HR leaders monitor the effectiveness of their strategies and make adjustments based on real business needs.   4. Remote Work and Flexibility: Evolving Hybrid Models By 2025, the hybrid work model will continue to dominate but with greater nuance. While many companies may maintain fully or partially remote work arrangements, others are gradually returning to more traditional on-site models or implementing hybrid systems tailored to their business and workforce needs. The post-pandemic period has demonstrated that no single approach works for everyone. Some organizations have seen telework boost productivity and offer greater flexibility, while others value physical presence for strengthening company culture and face-to-face collaboration. Businesses will need to strike a balance: For some, this might mean fixed in-office days to maintain team cohesion and synergy. For others, it may involve flexible hybrid models, allowing employees to choose when to work remotely or in-office. HRIS tools will play a key role in managing this flexibility by tracking attendance, managing absences, and optimizing work schedules. These tools will also measure the impact of these practices on performance and employee well-being.   5. Continuous Learning and Skills Development: A Strategic Priority In 2025, continuous learning and skill development will take center stage. Companies must anticipate changes in job roles and required skills to address future challenges. Upskilling and reskilling will become priorities for supporting employees in their professional growth. HR leaders should invest in online training solutions, learning management systems (LMS), and learning experience platforms (LXP) to provide flexible, accessible, and personalized training pathways. These tools will help keep employees’ skills up to date while fostering their growth within the organization.   6. Diversity and Inclusion: Achieving Key Objectives in 2025 Diversity and inclusion (D&I) will remain top priorities in 2025. Companies must implement concrete strategies to foster an inclusive work environment. HR leaders will need to ensure that recruitment, career management, and compensation practices are equitable and transparent. HRIS tools should include features to track D&I initiatives and measure progress. The goal is to create a workplace where every employee, regardless of gender, background, or experience, can thrive.   7. Employee Well-being: A 2025 Priority Employee well-being, particularly mental health, will be a key focus for HR leaders in 2025. Businesses must introduce psychological support initiatives, promote work-life balance, and provide more adaptable workspaces. HRIS tools can integrate well-being programs to measure employee satisfaction and offer support services. By 2025, creating a healthy work environment will be a critical factor in attracting and retaining top talent.   In 2025, HR and HRIS trends will be inseparable from organizational evolution. To succeed in this transformation, HR leaders must anticipate changing employee expectations, embrace digital technologies, and focus on strategies centered around flexibility, learning, diversity, and well-being. By making the right decisions today, companies can not only address current challenges but also position themselves as leaders in the future of work.
    Remote Work
    2025年01月16日
  • Remote Work
    美国2025年HR发展趋势：数字员工与未来工作场景，大选带来的可能影响 2025年，HR领域将面临前所未有的变革，技术、社会、政治因素共同推动着工作场所的迅速转型。随着AI、数字孪生体、智能代理等技术的加速发展，HR从业者必须应对不断变化的工作环境。与此同时，政治变革，如特朗普有可能在大选中回归执政，将带来政策的不确定性，影响劳动力市场和企业的运营。在这一背景下，HR需要更加灵活、创新和前瞻性。以下是2025年HR发展的八大趋势： 1. 数字员工的全面普及 数字员工、数字孪生体和智能代理将在企业中迅速普及，成为HR团队的重要组成部分。通过AI驱动的自动化，HR能够更高效地处理招聘、员工管理、数据分析等任务。比如，数字员工将帮助筛选简历、安排面试、甚至进行员工培训。这不仅能提高HR的工作效率，还将使HR从繁琐的日常事务中解放出来，专注于更具战略意义的任务，如人才保留和文化建设。 2. 远程工作与混合办公的进一步常态化 远程工作在全球大流行后逐渐成为常态，2025年这种模式将进一步成熟和优化。HR将需要设计更好的政策来管理远程和混合工作的员工，包括技术支持、绩效评估和团队协作。尤其是在政治环境可能受到影响的情况下，如特朗普重回白宫可能带来的政策变化，公司需要更灵活的劳动力管理方式，以应对政策的不确定性和跨州的不同规定。 3. 多元化与包容性在政治压力下的挑战 随着可能的政治环境变化，多元化与包容性可能面临更大的挑战。特朗普回归可能带来对劳动力市场的管制和移民政策的收紧，这将直接影响到HR对全球化人才的招聘。HR需要更加积极地维护职场的多样性与包容性，创造一个公平、包容的工作环境。这也意味着企业需要加强文化敏感度培训，确保在更具分裂性的社会氛围中维护公司内部的和谐。 4. 数据隐私与合规性管理的复杂性增加 随着数字员工和智能代理的使用，企业对员工数据的收集和使用将大幅增加，这对HR的隐私和合规管理提出了新的挑战。特别是在美国，如果特朗普再次执政，劳工和数据保护政策可能会有显著变化。HR需要更加密切关注新的法律法规，确保数据的收集和处理符合各州和联邦法律的要求，并保持透明的沟通以赢得员工的信任。 5. 技能提升与终身学习成为HR焦点 2025年，技能差距问题将进一步凸显，尤其是在技术快速发展的背景下。HR需要与培训和学习部门合作，设计持续的技能提升计划，确保员工能够掌握最新的技术和工作方法。随着AI和自动化工具的普及，员工需要具备更高层次的技术技能和问题解决能力，HR也将更多地参与人才的技能重塑，确保企业在竞争中保持优势。 6. 心理健康与员工幸福感得到更多关注 心理健康已经成为HR的重要议题，2025年这一趋势将继续深化。随着技术和远程工作的普及，工作与生活的界限日益模糊，HR需要关注员工的心理健康，提供相关支持。这不仅涉及到心理健康资源的提供，还需要通过文化建设和员工关怀政策来提高员工的幸福感。随着美国社会可能面临的政治分裂和不确定性，HR需要积极缓解由此带来的员工焦虑。 7. 劳动力市场的多代际管理 2025年，劳动力市场将由多代人组成，包括婴儿潮一代、X世代、千禧一代以及Z世代。不同代际的员工有着不同的工作方式、价值观和技术适应度。HR必须设计灵活的工作政策，平衡各代员工的需求，特别是在招聘、工作模式和员工发展上。同时，AI和数字员工的崛起将进一步重塑这些代际的工作方式，HR需要帮助员工适应这种新常态。 8. 政治环境对劳工政策的影响 如果特朗普在2024年大选中获胜，其政府可能会实施更严厉的劳工政策，影响薪酬、福利、移民和就业法律等方面。 HR需要随时了解政府的政策变化，确保公司运营合规，并积极调整劳动力管理策略。未来几年，美国的政治环境将对企业运营和HR的日常工作产生深远影响，因此HR必须具备应对快速政策变化的灵活性和适应性。 结语 2025年，HR将在技术变革和政治环境变化的双重推动下，面临前所未有的机遇和挑战。数字员工的普及将为企业提供更高效的工作方式，但HR也必须重新思考如何在人与技术之间找到平衡，维护企业文化和员工福祉。在不确定的政治环境中，HR需要具备敏捷性和创新精神，帮助企业在复杂多变的环境中实现可持续发展。
    Remote Work
    2024年10月20日
  • Remote Work
    2025年HR领域的6大关键趋势：迎接未来工作的变革 随着技术的进步和员工期望的不断变化，2025年的人力资源管理将面临前所未有的挑战和机遇。以下是六大关键趋势，它们将推动未来职场的发展： 1. 远程和混合办公模式的普及 远程和混合办公已成为员工最期待的工作形式。2025年，更多企业将采用灵活的工作安排，不仅能提高员工的满意度，还能减少运营成本。HR团队需要确保远程员工享有与办公室员工相同的支持和资源。 2. 人工智能（AI）深度融入HR流程 AI技术正在快速改变HR流程，如招聘和绩效管理。2025年，AI将更加普及，帮助HR自动化日常任务，并提供数据洞察以优化决策。但企业在使用AI时必须保持透明，定期进行偏见审查。 3. 强调员工健康和心理健康 员工心理健康在疫情后成为企业的首要关注点。到2025年，企业将进一步加大对员工健康的投入，如提供灵活的工作安排、心理健康资源等，以提高生产力并减少员工流失。 4. 多样性、公平性和包容性（DEI） DEI是未来工作的核心。2025年，更多公司将推进多元化招聘和公平政策，培养包容性的企业文化，以推动创新和更好的决策。 5. 技能提升与再培训 技术的快速发展导致技能过时的速度加快。到2025年，50%的员工需要再培训。企业将需要投资于员工的持续学习计划，以确保其技能与未来工作需求匹配。 6. 人才分析的兴起 人才分析通过数据驱动决策，使HR能够更有效地管理员工并优化业务成果。2025年，企业将加大对数据工具的投入，提升HR决策的科学性和精准性。 2025年，企业若能掌握这些趋势，将在未来职场中占据竞争优势。
    Remote Work
    2024年10月19日
  • Remote Work
    The best HR & People Analytics articles of September 2024 September has been a phenomenal month. Indeed, in the ten years I’ve been writing the Data Driven HR Monthly, I can’t recall a month when there has been so much insightful content to choose from. I believe this is indicative of the journey HR is on from its traditional role as a support function to becoming a true strategic partner to the CEO and the board. As Janine Vos, Managing Board Member and CHRO at Rabobank, highlighted this past week at the Insight222 Global Executive Retreat, people analytics has an important role to play in elevating the HR function and enabling it to successfully navigate this transition: People Analytics helps give the chief human resources officer credibility (with the executive team and board). This edition of the Data Driven HR Monthly is sponsored by our friends at Worklytics A New Way to Approach Manager Effectiveness If you’re using eSat scores to evaluate Manager Effectiveness, you’re moving too slowly. eSat scores are a lagging indicator of how it’s going.  And in today’s distributed work environment, you can’t afford to wait. Instead, use ONA-powered outcome driver analysisto identify what your best managers are doing differently. You might measure behaviours like: Manager Cross-Department Connectivity Co-Attendance in Directs’ Meetings Manager-Driven Disruptions (Slack DMs) Curious to see what that looks like in practice? Find out how your managers stack up. To sponsor an edition of the Data Driven HR Monthly, and share your brand with more than 135,000 subscribers, send an email to dgreen@zandel.org. The Changing Role of the People Analytics Executive My personal highlight of September was the 7th annual Insight222 Global Executive Retreat, which took place from September 24 to 26 at the Duin en Kruidberg for member companies of the Insight222 People Analytics Program®. I’ll share more about the Retreat in a separate blog in a few days time, but for now I'll highlight this year’s theme: The Changing Role of the People Analytics Executive, and the stellar cast of inspirational speakers: Janine Vos discussed the strategic influence of the CHRO and the close partnership she has at Rabobank with the people data and innovation team led by Marc Jansen. Prasad Setty shared insights from his 14 years leading people analytics at Google as well as painting a vision of the future of people analytics in the age of generative AI. Kevin Friesen, Neora Myrow PhD, and Nancy Duarte delivered an interactive workshop on influencing through data storytelling. Erin Meyer ended proceedings with a tour de force masterclass on leading across cultures I global organisations. The Retreat is one of the services included as part of the Insight222 People Analytics Program. If you are a people analytics leader and would like to find out more, you can contact the team here. Attendees at the Insight222 Global Executive Retreat 2024, Duin en Kruidberg, Amsterdam September and October World Tour As well as the Retreat, I’m speaking at and attending a number of events in October. This week, I’m in New York, moderating a panel on Workestration at the New York Strategic HR Analytics Meetup (Sept 30), and chairing People Analytics World (Oct 2 and 3). The next stop after that will be Paris, where I’ll once again have the privilege of hosting the main stage at UNLEASH World (Oct 16 and 17) - thanks to Marc Coleman and the team. Then it’s back to the US for the North America Peer Meeting for member companies of the Insight222 People Analytics Program®, which will be hosted by Phil Willburn and his team at Workday in Pleasanton (Oct 22 and 23). I hope to see some of you at one of these events. Thanks too to Marcus Downing for hosting me at the recent Mercer event in London where I had the pleasure of sharing the stage with Ravin Jesuthasan, CFA, FRSA (see here), and Jennifer Neumann for inviting me to speak at Workday Rising in Las Vegas (see here), where it was great to meet up with the likes of Priyanka Mehrotra, Richard Rosenow, and Cory Edmonds. Speaking onstage at Workday Rising, Las Vegas, 2024 Register for an Insight222 webinar on October 10: Building the People Analytics Operating Model Join me and the Insight222 team on October 10 when we’ll be hosting a webinar on the recently published research on. You can register for the webinar here. Share the love! Enjoy reading the collection of resources for September and, if you do, please share some data driven HR love with your colleagues and networks. Thanks to the many of you who liked, shared and/or commented on August’s compendium. If you enjoy a weekly dose of curated learning (and the Digital HR Leaders podcast), the Insight222 newsletter: Digital HR Leaders newsletter is published every Tuesday – subscribe here. HYBRID, GENERATIVE AI AND THE FUTURE OF WORK ANDY JASSY - Message from CEO Andy Jassy: Strengthening our culture and teams | JOSE MARIA BARRERO, NICHOLAS BLOOM, SHELBY BUCKMAN, AND STEVEN J. DAVIS - The Survey of Working Arrangements and Attitudes – September 2024 | ANNIE DEAN – Lessons Learned: 1,000 Days of Distributed at Atlassian This special on hybrid work was inspired by Amazon CEO Andy Jassy’s announcement that Amazon is going back to five days in the office: “to further strengthen our culture and teams.” This comes hot on the heels of KPMG’s CEO Outlook Survey, which finds that CEOs are hardening their stance on returning to pre-pandemic ways of working, with 83 percent expecting a full return to the office within the next three years. Forensic analysis by Bruce Daisley (here), Phil Kirschner(here) and Nick Bloom (here) examines Amazon’s move and the validity of KPMG’s claim. This confirms that (1) Amazon is an outlier. (2) The findings by KPMG contradict the WFH Research that Nick is publishing every month, which shows working from home has remained flat since early 2023 and has stabilised at around 25% (see FIG 1). As Bloom suggest “shock sells,” which explains the extent of the media coverage about Amazon and the KPMG survey. To balance things out, I recommend reading about Dropbox’s Virtual First model (which chief people officer, Melanie Rosenwasser explains has “led to clear benefits, including higher employee engagement and retention.”). I also recommend reading a new report authored by Annie Dean summarising the findings from the first 1,000 days of Atlassian’s Team Anywhere approach to distributed work. As Rabobank’s CHRO Janine Vos urged in her session at Insight222’s Global Executive Retreat this week, the role of HR and People Analytics teams is to provide data that steers executive decision making around hybrid and return to office. It would be interesting to learn what data (if any) was used to inform Amazon’s decision to return to the office five days a week. FIG 1: WFH is stable at c35% of days (Source: WFH Research) BCG HENDERSON INSTITUTE - GenAI Doesn’t Just Increase Productivity. It Expands Capabilities The ability to rapidly take on new types of work with GenAI - particularly tasks that traditionally require niche skills that are harder to find, such as data science - can be a game-changer for individuals and companies alike. The BCG Henderson Institute follow-up their first landmark study on GAI in the workplace (see: How People Can Create - and Destroy - Value with Generative AI). The sophomore experiment tests how workers can use GenAI to complete tasks that are beyond their current capabilities. The findings from the study are illuminating: (1) Participants were able to instantly expand their aptitude for new data-science tasks, even when they had no prior experience in coding or statistics. (2) Those with moderate coding experience performed better on all three tasks, even when coding was not involved. This suggests that an engineering mindset - which coding helps develop - could be a key success factor for workers adapting to GenAI tools. The article also provides guidance on: When and how to pair humans with GenAI (see FIG 2), as well as visualising and detailing the workforce change-management implications (see FIG 3). (Authors: Daniel Sack, Lisa Krayer, PhD, Emma Wiles, Mohamed Abbadi, Urvi A., Ryan Kennedy, Cristián Arnolds, and François Candelon). FIG 2: When and How to Pair Humans and GenAI (Source: BCG Henderson Institute) FIG 3: Workforce and Change-Management Implications (Source: BCG Henderson Institute) GARTNER - Hype Cycle for the Future of Work, 2024 Only 14% of organizations have reached the level of maturity where they are able to empower workers to embrace new ways of working. Gartner’s inaugural Hype Cycle for the Future of Work (see FIG 4) highlights the core technologies set to transform how work is done by augmenting and enhancing human capabilities with intelligent technology. Five standouts from the analysis are: (1) Workers want a more personalised experience, and are building it for themselves. (2) CEOs are captivated by AI and are investing in new strategies. (3) Low digital workplace maturity is a barrier to improving worker productivity and time to competency. (4) Data Storytelling and Generative AI (already!) have entered the Trough of Disillusionment. (5) Hybrid Work and Self-Service Analytics are on the Slope of Enlightenment. The article also contains some illuminating analysis on a number of the ‘on the rise’ innovations including Exoskeletons (Tori Paulman), Cyberpsychology (Cynthia P.), Digital Twin of the Employee (Helen Poitevin) and Workforce Nudgetech (Rania Stewart). Thanks to Phil Kirschner for alerting me to this work in his excellent LinkedIn post on the study, which linked to an insightful article Phil co-authored with Natasha Ouslis, PhD and Dr. Julia Sperling-Magro on applying behavioural science and nudging to the workplace. FIG 4: Hype Cycle for the Future of Work, 2024 (Source: Gartner) NICKY DRIES, JOOST LUYCKX, AND PHILIP ROGIERS - What 570 Experts Predict the Future of Work Will Look Like While it’s impossible to know exactly what the future of work will look like, it doesn’t stop (lots of!) people from having opinions. In their study, Nicky Dries, Joost Luyckx, and Philip Rogiers from KU Leuven, asked 570 experts to rank the likelihood of predictions made by technologists, economists and journalists. They landed on the sequence of events laid out in FIG 5, which get increasingly concerning and dystopian by the decade. Not one for the faint hearted! FIG 5: A timeline of future of work predictions (Source: Dries et al) MCKINSEY - Charting a path to the data- and AI-driven enterprise of 2030 Generative AI has increased the focus on data, putting pressure on companies to make substantive shifts to build a truly data-based organization. These are the opening words to a recent article by McKinsey’s Dr. Asin Tavakoli, Holger Harreis, Kayvaun Rowshankish, and Michael Bogobowicz, which provides guidance on seven essential priorities for leaders to focus on to realise the data-driven enterprise of 2030. They argue that the key enabler to realising the potential of GenAI is data: “Without access to good and relevant data, this new world of possibilities and value will remain out of reach.” Three of the seven priorities outlined are (1) Data Leadership (“Companies need to find leaders skilled in governance and compliance, engineering and architecture, and business value"). (2) Talent (see FIG 6), and (3) Digital Trust. FIG 6: New skills to manage GenAI will likely lead to both expanded and new data roles (Source: McKinsey) PwC - 2024 Workforce Radar Report Executive Summary | Full Paper The workforce of today won’t become the workforce of tomorrow unless businesses act right now. But how? That’s the exam question that PwC’s inaugural Workforce Radar study attempts to answer across an insightful and thought-provoking report of 48 pages. The research identifies five workforce signals (see FIG 7) that business leaders and chief people officers can use to deliver enterprise-wide transformation. (1) Taking both a talent magnet and talent factory approach (e.g. levers such as meaningful work, skill-building, and culture). (2) Devising a location strategy that appreciates over time. (3) The intelligent enterprise – through HR harnessing and taking the lead on GenAI (see FIG 8). (4) Empowering transformation with a workforce balance sheet. (5) Investing in building transformative leadership. Kudos to the authors: Anthony Abbatiello, Julia Lamm, Reid Carpenter, Craig O'Donnell, and Christopher Hannegan. FIG 7: Five Workforce Radar Signals (Source: PwC) FIG 8: Emerging areas for Leading Digital HR Leaders to lean-in (Source: PwC) PEOPLE ANALYTICS NAOMI VERGHESE, JONATHAN FERRAR, AND JORDAN PETTMAN - Building the People Analytics Ecosystem: Operating Model v2.0 ARTICLE | FULL REPORT In the August edition of the Data Driven HR Monthly, I highlighted the new Insight222 study on the evolution of the people analytics operating model. This month I’d like to highlight one specific aspect of the report about the role of the people analytics leader. The research, which was conducted by my colleagues, Naomi Verghese, Jonathan Ferrar and Jordan Pettman, found that three profiles of people analytics leader are emerging (see FIG 9): (1) Data and Analytics Specialist Leader (focused on a scope for data and analytics research, insights and analytical product development and deployment). (2) Analytics-led Strategy Leader (encompassing a broad set of analytics responsibilities: consulting, research, employee listening, product development, reporting, data governance, workforce planning and AI). (3) Portfolio Analytics Leader (responsibility for people analytics and one or more other closely associated topic, such as people strategy, HR technology, HR operations, skills management, or employee experience). Read the report for more detail on each of the profiles together with examples of each leader persona Featuring Anthony Ferreras, Aashish Sharma, and Alexis Saussinan. FIG 9: Responsibilities of the three people analytics leader personas, aligned to the People Analytics Ecosystem (Source: Insight222) COLE NAPPER, JIN YAN, AND BEN ZWEIG - What is happening to people analytics? A 15- year trend (Part 1) How has people analytics employment changed in the last 15 years, and specifically how has the environment changed in the last two years? That was the question that Cole Napper along with Jin Yan and Ben Zweig sought to answer after being inspired by Alexis Fink to analyse these topics. The study identified a number of interesting – and perhaps counterintuitive – findings. These include: (1) People analytics positions in the US have actually declined in the last two years – the data suggests more than 1,000 people have left the field during this time (see FIG 10). (2) 83% of people leaving the field move to roles outside people analytics but mostly in HR. (3) People analytics positions are sensitive to changes in interest rates and money supply. FIG 10: People analytics positions have been decreasing in the last two years (Source: Revelio Labs) PIETRO MAZZOLENI - People Data Excellence: Driving Quality through Empowerment, Standardization, and Automation Ensuring high-quality (people) data is crucial for building leaders' trust in data-driven talent decisions and reducing the need for manual reconciliation. Moreover, maintaining top-tier data quality is essential for the successful implementation of AI and GenAI technologies. In the latest edition of his excellent People Data Platform newsletter, Pietro Mazzoleni breaks down the three ingredients IBM brought together to build Workforce 360, IBM’s internal people data platform, and deliver people data excellence: (1) Empowerment (“Putting Data & Knowledge in the Hands of Users”). (2) Standardisation (“Establishing a Unified Approach for data and processes”). (3) Automation (“Enhancing Efficiency Through Technology”). FIG 11: Source – Pietro Mazzoleni HENRIK HÅKANSSON - People Analytics: Generative AI | AMIT MOHINDRA – Definitions of People Analytics | KEITH MCNULTY - The Three Most Common Statistical Tests You Should Deeply Understand | LAURA HILGERS - How to Measure Quality of Hire, According to 4 Experts | JILL BARTH - How people analytics transformed this org’s HR from old-school to inspirational In each edition of the Data Driven HR Monthly, I feature a collection of articles by current and recent people analytics leaders. These are intended to act as a spur and inspiration to the field. Five are highlighted in this month’s edition. (1) Henrik Håkansson highlights a common predicament for people analytics leaders – stakeholder requests to implement GenAI. He offers sage advice on the ideal response: “GenAI is a solution. So naturally I ask: What is the problem? What is the value? Why would GenAI be better than what we are doing today? Are we trying to save money and cut costs, or actually do things better or faster?” (2) Amit Mohindra assembles a handy list of definitions of people analytics. (3) As Keith McNulty explains, hypothesis testing is one of the most fundamental elements of inferential statistics. In his article, Keith uses an example to show three common hypothesis tests (Welch’s t-test, Correlation test, and Chi-square test of difference in proportion) and how they work under the hood, as well as showing how to run them in R and Python and to understand the results. (4) Laura Hilgers’ article on the elusive quality of hire metric is a must-read for people analytics and talent acquisition professionals. It features guidance from four experts in the field: Hung Lee, Tim Sackett, SPHR, SCP (see FIG 12 for Tim’s equation to measure quality of hire), Stacey A. Gordon, MBA, and Jennifer McClure. (5) Finally, Sonia Boyle, CHRL - chief people officer at Gore Mutual, explains to Jill Barth HR Tech Editor how people analytics has been at the centre of the company’s HR transformation. FIG 12: How to measure Quality of Hire (Source: Tim Sackett) THE EVOLUTION OF HR, LEARNING, AND DATA DRIVEN CULTURE DAVE ULRICH - Realizing Talent Advantage: Evidence and Implications from the Organization Guidance System In 2020, Dave Ulrich and his colleagues at The RBL Group, developed the Organization Guidance System (OGS), which was designed to align desired stakeholder outcomes across four human capital pathways: talent, organisation, leadership and human resources. Five years on, in a new series of articles, Dave provides an update on the key findings to date. In this article, Dave focuses on the talent pathway, highlighting ten talent investments that deliver stakeholder value, and then presents analysis from 187 companies on the relative impact of these investments across five stakeholder outcomes (see FIG 13). The article then describes how individual companies can use the OGS to guide investment in the areas that will provide them with the greatest return. FIG 13: Heatmap of impact of ten talent initiatives on five stakeholder outcomes (Source: Dave Ulrich) JILL GOLDSTEIN, CHRIS HAVRILLA, CHACKO THOMAS, AND CATHY FILLARE - Reimagine human potential in the gen AI era: Revolutionizing work to boost business value With their unique perspective and understanding of organizational culture, workforce needs, skills development, and change management, HR leaders are well-positioned to take a leadership role in their organization’s future of work strategy. A new study by the IBM Institute for Business Value and Oracle, highlights the top concerns facing executives around the future of work, including the need for a skills-focused foundation and a well-defined strategy. The big takeaway for HR leaders is that while executives acknowledge that HR contributes to their organisation’s future of work strategy, not enough of them are in the driver’s seat. Only one in five executives say HR owns the future of work strategy in their organisation today. The report provides guidance to HR leaders on possible actions: (1) Build a future-ready culture that encourages experimentation. (2) Give your workforce a voice in the future of work strategy. (3) Drive technology transformation and champion AI use case adoption. The report also highlights critical workforce skills that will increase in demand by 2026 (see FIG 14). (Authors: Jill Goldstein, Chris Havrilla, Chacko Thomas, and Cathy Fillare). FIG 14: Critical workforce capabilities—increases from today to 2026 (Source: IBM Institute of Business Value) WORKFORCE PLANNING, ORG DESIGN, AND SKILLS-BASED ORGANISATIONS MCKINSEY - The gen AI skills revolution: Rethinking your talent strategy Developing the software talent companies need to grow means thinking in terms of skills rather than roles to navigate this period of uncertainty around talent. According to McKinsey research, nearly 70 percent of top economic performers, versus just half of their peers, use their own software to differentiate themselves from their competitors. GenAI offers an opportunity to multiply this value. In the article, Alharith Hussin, Anna Wiesinger, Charlotte Relyea, Martin Harrysson, Suman Thareja, Prakhar Dixit and Thao Dürschlag, provide guidance on: (1) The new skills software teams will require. (2) How their evolution will alter roles and risks. (3) How companies can orient their talent management practices toward developing skills for greater flexibility and responsiveness. This includes grounding strategic workforce planning in business needs and skills. The talent transformation starts with HR leaders developing a strategic workforce plan that’s built around skills. FIG 15: Generative AI affects every phase of the software development life cycle (Source: McKinsey) EMPLOYEE LISTENING, EMPLOYEE EXPERIENCE, AND EMPLOYEE WELLBEING VOLKER JACOBS – Squaring the Circle: Why the old promise of P&O transformation –more for less – can finally be fulfilled With effective, generative AI, P&O transformations can deliver a better, friction-free work experience for managers and employees. With a friction-free experience for managers and employees, we enable higher productivity and engagement levels. And it goes without saying that with AI taking on P&O tasks we can reduce cost of the function: More for less. Squaring the circle. Three ingredients: Data, AI, and EX. In his thoughtful paper, Volker Jacobs, CEO at employee experience experts TI PEOPLE, highlights how HR transformations have historically undelivered their promise of more business value at lower cost. Instead, Volker argues, with the capabilities offered through AI and digitisation allied to rising expectations for better work experiences, the scene is now set to realise the dream of ‘more for less’. The catalyst? A shift from transformation focus on process to data as one of three ingredients to square the circle: Data, AI and Employee Experience leading to the business outcomes including improved productivity, better customer experience, and lower cost (see FIG 16). FIG 16: Shifting HR transformation focus from process to data (Source: Volker Jacobs, TI People) MALISSA CLARK - A Workaholic’s Guide to Reclaiming Your Life In the latest edition of the Harvard Business Review, the Big Idea Series focuses on an increasingly important topic: Overcoming Overwork and Workaholism. Workaholism is defined in the lead article, by Malissa Clark, as: “Workaholism is when work dominates your thoughts and your activities, to the detriment of other aspects of your life, including but not limited to your relationships and your health.” Does that sound uncomfortably familiar? If so, like me you’ll probably welcome the six coping strategies Malissa outlines in her article: (1) Redefining “urgent”. (2) Reinventing the to-do list (see FIG 17). (3) Learning to say “no” and delegate. (4) Fixing the workaholic clock. (5) Controlling rumination. (6) Embracing rest and recovery. Through mechanisms such as redefining what is and is not urgent, fixing the workaholic clock, and embracing rest and recovery, workaholics can unlearn toxic behaviors and reclaim their time and lives. FIG 17: The Eisenhower Matrix (Source: Marissa Clark, Harvard Business Review) LEADERSHIP, CULTURE, AND LEARNING PER HUGANDER AND AMY EDMONDSON - Skills Training Links Psychological Safety to Revenue Growth Organizational performance can be improved by viewing psychological safety as a trainable skill that individuals develop with practice. Hugander Per and Amy Edmondson present a case study from Nordic bank SEB where training for executives on psychological safety and perspective taking was identified as the catalyst that enabled the investment bank to achieve revenues 25% above yearly targets in a strategically important market segment. The article provides four recommendations for leaders who want to make progress on strategic challenges and improve financial results by leveraging psychological safety and perspective-taking: (1) Focus on two levels in parallel: individuals and teams. (2) Expand leadership responsibility. (3) Keep strategy and performance front and centre. (4) Link skills to short-term gains to counteract perceived costs. For more on psychological safety, tune in to Amy’s conversation with me on the Digital HR Leaders podcast: How Learning to Fail Can Help People and Organisations to Thrive. ANDREW WHITE, ADAM CANWELL, AND MICHAEL SMETS - Is Your Organizational Transformation Veering Off Course? Leaders who achieve successful transformations create and maintain an environment where people can experiment, learn, and take ownership of their work — and ultimately feel good about their effort According to a study by Andrew White, Adam Canwell and Michael Smets, 96% of all organisational transformations face significant challenges that can derail the whole program. Their research identified that changes in a team’s emotional energy (“the collective mood, vibe, and intensity of emotions within a group”) can signal when a transformation is in danger (see FIG 18). They then reveal the three-step process successful leaders use to navigate a turning point – increasing transformation performance by 12 times from 6 to 72 per cent: (1) They look for shifts in the team’s emotional energy (e.g. lack of clarity on how to proceed, ineffective collaboration, decreased engagement). (2) They dig into the underlying issue at play – by involving the whole team to decide the course of action. (3) They get to action — quickly (e.g. by creating team alignment, adjusting organisational priorities, and investing in the skills and mindset required for the transformed company). FIG 18: How emotional energy can signal a transformational turning point (Source: White et al) DIVERSITY, EQUITY, INCLUSION, AND BELONGING LORI NISHIURA MACKENZIE, SARAH A. SOULE, SHELLEY J CORRELL, AND MELISSA C. THOMAS HUNT - How DEI Can Survive This Era of Backlash When they’re given adequate support — like protected time, advancement opportunities, leadership development, and compensation for their DEI work — ERG leaders can act as a strategic conduit between employees and organizational leaders. Despite recent backlash against and cuts to organisational DEI initiatives, researchers from the Stanford VMware Women’s Leadership Innovation Lab - Lori Nishiura Mackenzie, Sarah Soule, Shelley J. Correll, and Melissa C. Thomas-Hunt - argue in their Harvard Business Review article that DEI isn’t dead in the U.S. Instead, they say it’s experiencing a period of what social movement scholars call “closed doors,” where the obvious route for change is no longer easily accessible. They recently convened a gathering of 14 chief diversity officers (CDOs) to unpack what’s happening in their world. In the article, they highlight the striking similarities between current DEI strategies and the tactics used by feminist movement builders during times of closed doors — and present four strategies for continuing the important work of DEI while it’s under attack: (1) Sustain networks of people engaged in DEI work. (2) Preserve the collective memory. (3) Reframe and rename the work for survival. (4) Nurture the collective identity within the DEI community. HR TECH VOICES Much of the innovation in the field continues to be driven by the vendor community, and I’ve picked out a few resources from September that I recommend readers delve into: JASON CORSELLO AND THOMAS OTTER | ACADIAN VENTURES - 2024 Future of Work 100 - An excellent resource compiled by Jason Corsello and Thomas Otter of Acadian Ventures counting down the top 100 venture-backed companies building businesses that make work better, fairer, more meaningful, and ultimately more productive. Together, the Future of Work 100 has raised a cumulative $29.5 billion with a total market valuation over $140.3 billion. FIG 19: Source – Acadian Ventures PHIL WILLBURN - Global Workforce Report: Top Talent Is Hard to Find, Harder to Keep – Phil Willburn, head of people analytics at Workday summarises the key findings of the recently released Workday Global Workforce Report: Restoring Trust Before Your Top People Leave covering hiring, turnover of top performers, meaningful work, and internal mobility. Phil also highlights the key actions for business leaders: (1) Rebuild trust through transparency. (2) Make work meaningful. (3) Personalise your employee experience efforts based on tenure. (4) Embrace AI strategically. An absolute must-read. FIG 20: Current use of AI and ML for recruiting (Source: Workday) CATHERINE COPPINGER - Manager Facetime: Why It's Useful and How to Measure It – The latest in a series of insightful articles by Catherine Coppinger of Worklytics analyses the importance of manager facetime and provides guidance on how to use the insights identified to improve team effectiveness. FIG 21 – Source: Worklytics BEN COWAN - You Don’t Need to Abandon Jobs to Become a Skills-Based Organization – Ben Cowan of Degreed explains that while jobs aren’t likely to disappear this shouldn’t hinder efforts by companies to adopt skills-based talent practices: “The reality is that moving away from jobs is not something most organizations are likely to do in the near term and it does not need to hold you back from adopting other skills-based practices.” FRANCISCO MARIN - Towards a Network-First Future of Work – Francisco Marin of Cognitive Talent Solutions provides an insightful breakdown of the differences between Hierarchy-First and Network-First approaches across then organisational concepts (see FIG 22): “While hierarchies have long been the norm, favoring clear lines of authority and collaborative control, the network-first model prioritizes collaborative freedom, decentralization, and the strength of informal relationships.” FIG 22: Hierarchy-First vs. Network-First Approach (Source: Francisco Marin) PODCASTS OF THE MONTH In another month of high-quality podcasts, I’ve selected five gems for your aural pleasure: (you can also check out the latest episodes of the Digital HR Leaders Podcast – see ‘From My Desk’ below): JEREMY SHAPIRO AND CHRIS SHULTZ - HR, Workforce Automation, and GenAI at Merck – Jeremy Shapiro and Chris Shultz join Stacia Sherman Garr and Dani Johnson on RedThread Research’s Workplace Stories podcast to share how (and why) Merck is embracing AI to streamline HR processes, support innovation, and maintain ethical considerations. COURTNEY MCMAHON – People Analytics at Colgate-Palmolive – Courtney McMahon joins Cole Napper and Scott Hines, PhD on the Directionally Correct podcast to discuss how to get a smaller people analytics function to punch above its weight, and how Colgate-Palmolive is using One Model to scale people analytics to HRBPs and the business. KEITH MCNULTY – Applying Mathematical Principles to People Analytics Part 1 | Part 2 – In a two-part episode, Keith McNulty joins hosts Matthew Lampe, PsyD, Natasha Ouslis, PhD, and Bilal Alperen Ergun on the ScienceForWork podcast to discuss how mathematical principles can be applied to organizational data and people analytics. JEFFREY PFEFFER - How Modern Work is Creating a Health Crisis - Jeffrey Pfeffer, professor of organizational behaviour at Stanford University and author of Dying for a Paycheck, joins Lars Schmidt on Redefining Work to discuss employee well-being and explore the harmful effects of workplace stress and poor working conditions on employee health. SUE CANTRELL AND TRAVIS DION - Beyond productivity: Rethinking performance metrics – In an episode of Deloitte’s Capital H podcast, host David Mallon, talks to Susan Cantrell, and Travis Dion about moving beyond traditional employee productivity metrics —followed by a roundtable discussion featuring David, Sue, Julie Duda, and Diane Sinti. VIDEO OF THE MONTH LASZLO BOCK - Former Google exec talks about what makes a strong CHRO candidate In an interview with Human Resource Executive, Laszlo Bock, former Head of HR at Google and a arch proponent of people analytics, provides guidance on what makes a strong chief people officer. He emphasises the need for HR executives to develop their understanding of business beyond a simple familiarity with their company’s products and services: “It’s not that (CHRO candidates) don’t understand that we make widgets. It’s that they don’t understand why we’re willing to pay $1.3 billion to buy a company but not $1.4 billion.” For aspiring chief people officers, I’d also recommend investigating the Berkeley Transformative CHRO Leadership Program, where Bock is co-faculty director. BOOK OF THE MONTH RAVIN JESUTHASAN AND TANUJ KAPILASHRAMI – The Skills-Powered Organization: The Journey to the Next-Generation Enterprise Ravin Jesuthasan, CFA, FRSA and Tanuj Kapilashrami provide a step-by-step guide to designing, implementing and activating the skills-powered organisation. They outline why and how jobs are giving way to skills as the currency of work and why this pivot requires us to rethink everything we know about work. The inspiring cases presented in the book discuss how leading companies are reinventing themselves to be skills-based organisations and how this is helping them to transform value for customers, communities, and stakeholders. RESEARCH REPORT OF THE MONTH MARGRIET BENTVELZEN, CORINE BOON, AND DEANNE N. DEN HARTOG - A person centered approach to individual people analytics adoption – In their paper, Margriet Bentvelzen, Corine Boon, Deanne Den Hartog study people analytics adoption through the lens of the implementation of people analytics technology. They identify four profiles related to differences in user satisfaction and the frequency and versatility of PA technology use. They demonstrate that performance benefits, social influence, required effort, and facilitating conditions jointly affect the use of PA technology, but that the latter two might be the most influential factors. FIG 23 demonstrates the four user profiles identified in the paper: the skeptic diplomats, the optimistic strugglers, the optimists, and the enthusiasts. Thanks to Dirk Jonker for highlighting this insightful contribution to the field. FIG 23: Source – Bentvelze,  Boon and Den Hartog (2024) FROM MY DESK September saw the return of the Digital HR Leaders podcast after its summer sojourn with the first four episodes of Series 41, kindly sponsored by our friends at Visier Inc.. Thanks to Adedamola Adeleke and the team. LYNDA GRATTON AND DIANE GHERSON - The Key Role of HR In Successfully Integrating a Blended Workforce – Lynda Gratton and Diane Gherson join me to discuss the impact of a blended workforce on organisational structures, the evolving role of managers, and the opportunities and challenges for HR. ANGELA LE MATHON - How GSK is Using Data, Analytics and AI to Drive its HR Transformation - Angela LE MATHON, Vice President of People Data and Analytics at GSK, joins me to explore how GSK is utilising data-driven strategies and AI integration to future-proof their HR initiatives. KEITH BIGELOW - HR’s Strategic Role in Managing the AI-driven Talent Restructure – Keith Bigelow, Chief Product Officer at Visier, joins me to explore the critical role HR plays in leading digital transformation—and how AI is changing the game. TANUJ KAPILASHRAMI AND RAVIN JESUTHASAN - How to Build the Skills-Powered Organisation – Tanuj Kapilashrami and Ravin Jesuthasan, CFA, FRSA join me to share insights from their book, The Skills-Powered Organisation: The Journey to the Next-Generation Enterprise (see Book of the Month). Tanuj also shares insights from the skills journey at Standard Chartered, including how the bank quantified a saving of $60,000 per person by upskilling and reskilling employees to redeploy talent from sunset jobs to sunrise jobs. Skills [are] becoming the currency of work and work flowing not to jobs, but to skills... If done well, it has the massive power to unlock untapped productivity potential within the company. LOOKING FOR A NEW ROLE IN PEOPLE ANALYTICS OR HR TECH? I’d like to highlight once again the wonderful resource created by Richard Rosenow and the One Model team of open roles in people analytics and HR technology, which now numbers close to 500 roles – and has now been developed into a LinkedIn newsletter too. THANK YOU Srikant Chellappa and the team at Engagedly Inc for including me in their 8th annual list of the 2024 Top 100 HR Influencers Hallie Bregman, PhD for her wonderfully generous post following our meeting at the Boston People Analytics MeetUp organised by Ramesh Karpagavinayagam – Hallie, it was wonderful to meet you too. Paul Daley for referencing the Digital HR Leaders podcast episode with Diane Gherson and Lynda Gratton in his post on how HR strategy needs to support the independent / blended / contingent workforce of the future Similarly thanks to Olimpiusz Papiez for his post sharing his takeaways from the podcast episode with Diane and Lynda Thanks also to Jaqueline Oliveira-Cella for her post, are you ready for the shift, which was also inspired by the podcast episode with Diane and Lynda Piyush Mathur for providing his takeaways on insight without outcome is overhead in relation to his speaking sessions at the Peer Meetings in New York and Vevey for member organisations of the Insight222 People Analytics Program Esther Abraas for including my article, The role of Organisational Network Analysis in People Analytics, in her excellent list of ONA resources. Wayne Tarken for his post on How AI can Help HR, which was informed by the digital HR Leaders podcast episode with Nickle Lamoreaux on how AI is transforming HR at IBM. Thomas Kohler for including the podcast episode with Keith Bigelow in his weekly round-up of future of work resources. The Talent Games for including me in their list of HR Leaders redefining the Future of Workin recognition of HR Professionals Day. Finally, a huge thank you to the following people who shared the August edition of Data Driven HR Monthly and other content in the last few weeks. It's much appreciated: Craig Forman Zornitza Iankova, SPHR Brandon Merritt Johnson Hrvoje Bulat Rebecca Hone Michael Arena Emma Mercer (Assoc CIPD, MLPI) Dr. Max Muge Bakkaloglu Priyanka Mehrotra Kerry Ghize Deviprasad Panda Richard Stein Stela Lupushor David Balls (FCIPD) Emily Ricci Danielle Farrell Dan George Patrick Coolen Catriona Lindsay Katrina A. Stevens, CHRE Kouros Behzad Kathleen Kruse Martha Curioni Adam McKinnon, PhD. Greg Newman Dr Philip Gibbs Sally Smith Hanadi El Sayyed David van Lochem Amardeep Singh, MBA Rick Rome Ken Oehler Vaibhav Deshmukh María Victoria Sáinz Roshaunda Green, MBA, CDSP, Phenom Certified Recruiter Aysun Öz Serena H. Huang, Ph.D. Nelson Spencer Tristan Hack Penny Newman Vivek Ojha Aravind Warrier Francisca Solano Beneitez Kalifa Oliver, Ph.D. Stephanie Murphy, Ph.D. John Healy Greg Pryor Lewis Garrad Jose Luis Chavez Vasquez Audrey Burke-McCarthy, MBA, Adv Dip Coaching, MII Grad Aurélie Crégut Max Blumberg (JA) ?? Vanessa Monsequeira Shujaat Ahmad Jeff Wellstead Jackson Roatch Maria Alice Jovinski Rafael Uribe Truong Hong Ha (Mr Niem Tin) Dan Weiss David Hodges Toby Culshaw David McLean Dr. Peter Schulz-Rittich Timo Tischer Stephanie Denino Jacqui Brassey, PhD, MA, MAfN ?️ (née Schouten) Gianni Giacomelli Terri Horton, EdD, MBA, MA, SHRM-CP, PHR Placid Jover Andrews Cobbinah, MLPI, ACIHRM Emily Killham Al Adamsen Tim Frazier Tim Peffers Julie Asselin Chandresh Natu Anabel Fall Ralf Buechsenschuss Anna A. Tavis, PhD Marcela Niemeyer Meta McKinney, MLIS Aritra Majumdar Gustavo Araujo Vijaya Das Kirsten Edwards Graham Tollit Joy Kolb Remco van Es Ahmed Salah ?? Sebastian Knepper Melissa Beasley Bo Vialle-Derksen Malgorzata Langlois Abhilash Bodanapu Isabel Naidoo Marino Mugayar-Baldocchi Nirit Peled-Muntz Ron Ben Oz Littal Shemer Haim (ליטל שמר חיים) Joseph Frank, PhD CCP GWCCM Bob Pulver Jaejin Lee Kristhy Bartels Geetanjali Gamel Chris Hare Alicia Roach Caitie Jacobson John Gunawan Doug Shagam Davey Nickels Paul Davies Tatu Westling Mia Norgren Nick Lynn Alexandra Nawrat Gal Mozes, PhD Dave Millner Prachi Agasti Jacob Nielsen Matt Elk Chris Long Kimberly Rose Ilse Venter Søren Kold Irada Sadykhova Dave Fineman Agnes Garaba Sebastián Mestre Victoria Holdsworth Elpida Ormanidou Megan Buttita, MLIS Danielle Bushen Robert Bolton Stephen Hickey Dolapo (Dolly) Oyenuga Higor Gomes Irene Wong Ludek Stehlik, Ph.D. Sonia Mooney Mariami Lolashvili Joonghak Lee Raja Sengupta Swechha Mohapatra (IHRP-SP, SHRM-SCP, CIPD) Alfonso Bustos, Ph.D. Marcela Mury Olivier Bougarel Martijn Wiertz Veronika Birkheim ABOUT THE AUTHOR David Green ?? is a globally respected author, speaker, conference chair, and executive consultant on people analytics, data-driven HR and the future of work. As Managing Partner and Executive Director at Insight222, he has overall responsibility for the delivery of the Insight222 People Analytics Program, which supports the advancement of people analytics in over 90 global organisations. Prior to co-founding Insight222, David accumulated over 20 years experience in the human resources and people analytics fields, including as Global Director of People Analytics Solutions at IBM. As such, David has extensive experience in helping organisations increase value, impact and focus from the wise and ethical use of people analytics. David also hosts the Digital HR Leaders Podcast and is an instructor for Insight222's myHRfuture Academy. His book, co-authored with Jonathan Ferrar, Excellence in People Analytics: How to use Workforce Data to Create Business Value was published in the summer of 2021. MEET ME AT THESE EVENTS I'll be speaking about people analytics, the future of work, and data driven HR at a number of upcoming events in 2024: September 30 - New York Strategic HR Analytics MeetUp - Workestration: Working across human, digital and physical workplace dimensi (New York) October 2-3 - People Analytics World (New York) October 16-17 - UNLEASH World (Paris) October 22-23 - Insight222 North American Peer Meeting (hosted by Workday in Pleasanton, CA) - exclusively for member organisations of the Insight222 People Analytics Program November 12-14 - Workday Rising EMEA (London) November 19-20 - Insight222 European Peer Meeting (hosted by Merck in Darmstadt, Germany) - exclusively for member organisations of the Insight222 People Analytics Program More events will be added as they are confirmed.
    Remote Work
    2024年09月29日
  • Remote Work
    Josh Bersin: With Thoughtful Design And Culture, Dropbox Proves Remote Work Is A Winner Dropbox, a company with a $7 billion market cap and over $2.5 billion in revenue, has adopted a "Virtual First" strategy in response to the pandemic, transforming its work model from lavish San Francisco offices to a remote-first approach. This shift was led by CEO Drew Houston and Chief People Officer Melanie Rosenwasser, moving away from an office-centric culture to enhance productivity and teamwork through remote work. The strategy includes home office stipends, Dropbox Studios for face-to-face interactions, and innovative meeting management services. Despite initial challenges, this approach has led to high employee satisfaction and a strong talent strategy, allowing Dropbox to thrive in a competitive tech landscape. One of the most interesting tech companies we’ve studied is Dropbox, a $7 billion market cap rocket ship generating more than $2.5 billion in revenue. This kind of company, which sells a platform that competes with Microsoft, Google, and other major players, lives in a world of brutal competition: competition for product leadership, sales deals, and talent. And today, as AI engineers are in short supply, Dropbox has to attract the best and brightest to continue its growth. In its early days, Dropbox was a typical San Francisco-based tech company with gourmet food, gorgeous offices, and a culture of lavish benefits. In the pre-pandemic 2010s this was the rage, and Dropbox became a hot place to work. The pandemic upset that applecart. Not only did “work at home” obsolete the company’s real estate and gourmet investments, it forced the company to rethink its culture. The Chief People Officer, Melanie Rosenwasser, told me that the first few months of the pandemic were traumatic. Employees were upset by working at home and weren’t sure what the company stood for. She and Drew Houston, the CEO, had to rethink the whole operating model. As Melanie described it to me, they took a risky, irreversible move. They decided to totally shift their operating model from that of “San Francisco gourmet offices” to “energized, empowered, team-based, remote work.” Not an easy decision. Note that just this week Eric Schmidt, the ex-CEO and board member at Google, blamed Sundar Pichai for “remote work laziness” as cause for Google’s “falling behind in AI.” So the debate about remote work continues, and some of the most successful leaders still haven’t figured it out. Well Drew, Melanie, and the Dropbox team placed a bet. Knowing that the pandemic had interrupted their campus investments, they dramatically shifted to a “Virtual First” strategy. And they told the company “we are moving away from an office-centric culture” and going to a model of remote-first work. And this included converting offices to Dropbox Studios as well as a carefully architected approach to teamwork, collaboration, and periodic face-to-face activity. Rather than ask people to “come in 3 days a week” (this kind of policy bugs people because they drag themselves into the office just to zoom with others at home), they designed one of the most sophisticated approaches I’ve seen. Employees receive a generous stipend for home office improvements and the company now offers a series of programs, services, and tools to make team and personal productivity thrive. While it seemed risky it worked exceedingly well. By holistically thinking about culture, management, teamwork, and productivity, the company developed a set of innovations that empower people to work at their best, meet with their teams at least one week per quarter, and come together when and where it makes sense. And this model, which looks like an HR innovation, became a business innovation that helps the company thrive. While Dropbox lost a significant number of employees at first, now the company has one of the highest Glassdoor ratings in its industry (4.3, 85% recommend CEO, higher than Google). Dropbox wins awards for employment brand. And not only does Virtual First create productive operations, it helps the company build “tools for the new world of work,” which is where every company is going. Work at home is complicated. In between dogs, kids, gardeners and delivery people we’re futzing with MS Teams, Zoom, Webex, Google Docs, and dozens of other tools. Most of them work well but they’re each different and inconsistent. Dropbox, as a “system designed for remote work” simplifies this enormously. Virtual First helps Dropbox test its products on itself. Why has Virtual First succeeded? As Melanie and the team explains, the shift turbo-charged its talent strategy. Now Dropbox can hire people from any geography in the world (reducing labor cost) and they look for high-energy, passionate, high-performers (not employees who like the offices). Teamwork is stronger than ever. I know, from our company, that this works well. We have 40+ people in our organization and we rely on frequent face-to-face meetings, an open culture, and tremendous amounts of training and communication to grow. Back when I ran our company in an office we hardly talked with each other unless we had a meeting. Things are much more collaborative and productive now. Dropbox has proven this at scale. You can read about Virtual First on the Dropbox website, but one of the innovations I want to point out is the company’s “concierge service” for meetings. (The Offsite Planning Team.) When you as a leader want to have a meeting, this team helps you decide your objectives, reviews the outcomes you want to achieve, and then puts together a detailed plan (location, logistics, agenda, tools) to help you make it work. This removes enormous amounts of wasted time from managers and helps the company operate productively. I cannot tell you how much time I’ve wasted “managing offsite meetings.” To have a seasoned, professional group that helps with this entire strategy in process is a godsend. For Dropbox, this team now knows precisely how the teams work and can continuously improve its consulting services to make sure face-to-face meetings are impactful. A “new manager introduction” meeting, for example, is different from a “get product ready for launch meeting” as you can imagine. How does this apply to your company? Regardless of industry, I guarantee you have remote work teams. Many companies have front line workers (healthcare, retail, manufacturing, transportation) who have to locate with customers. But think about finance teams, IT teams, scientific teams, and HR. We all need productive remote work practices, and Dropbox has proven that a strategic focus on this area will pay off. Melanie and I will be doing a webcast in the near future and she is joining us at our Irresistible 2025 Conference as well. Dropbox has taken the lead in this new world, and they want to share their learnings with all of us.
    Remote Work
    2024年08月30日
  • Remote Work
    零工巨头Arise 就欺骗性索赔与美国联邦贸易委员会达成 700 万美元的和解协议 零工巨头Arise Workforce Solutions（位于佛罗里达州米拉马尔市）是一家提供居家客服工作的零工经济公司。该公司与美国联邦贸易委员会（FTC）达成了700万美元的和解协议，以解决关于其对消费者的虚假收入声明和违反《商业机会规则》的指控。尽管Arise否认任何不当行为，但该公司表示，为避免诉讼的成本和风险，选择了和解。 FTC指控Arise在其网站上对工人的收入做出了虚假的声明，并未遵守《商业机会规则》，未向消费者提供披露文件或在广告中包含特定信息。尽管Arise声称已经遵守了命令的关键部分，但FTC的调查显示，Arise广告中的收入高达每小时18美元，但其内部文件显示，实际平均收入仅为每小时12美元，并且99.9%的工人在2019年至2022年期间的基本收入低于每小时18美元。 此外，FTC的投诉指出，工人需要自费购买电脑和耳机等设备，并支付高达250美元的培训费用和每月近40美元的强制性费用。FTC还表示，Arise的大多数零工工人是黑人，几乎全是女性。 这笔700万美元的和解金将用于向工人退款，Arise也被禁止在没有证据支持的情况下对潜在工人做出收入声明。此外，Arise还面临美国劳工部针对其将22000名工人错误分类为独立承包商的持续诉讼。今年3月，Arise在华盛顿特区的一起误分类诉讼中同意支付290多万美元。 Arise Workforce Solutions 这家零工经济公司和美国联邦贸易委员会（FTC）就涉嫌对消费者的欺骗性声明达成了700万美元的和解协议，FTC 报告称。Arise 否认有任何不当行为。 FTC称，Arise在其网站上对工人的收入做出了虚假声明。该公司还违反了《商业机会规则》，该规则要求提供商业机会的公司向消费者提供披露文件，并在广告中包含特定信息。 位于佛罗里达州Miramar的Arise Workforce Solutions提供在家工作的客户服务职位。该公司在声明中表示，与FTC合作后，已经达成了和解协议。 “我们完全不同意该机构的指控和事实的描述，”Arise在声明中表示。 “这次和解并不意味着我们承认有任何不当行为，也不意味着对Arise有任何责任认定，”公司声明中说。“尽管我们完全支持我们的经营方式，但考虑到诉讼的风险和成本，解决此事是最有利于我们的业务以及选择我们平台的服务伙伴和企业客户的最佳途径。” Arise还表示，他们已经在遵守该命令的关键方面。此外，他们正在改进其项目的营销方式，例如推出服务伙伴代表委员会。 “作为一家企业，我们始终在寻找改进平台上项目推广方式的方法，以便潜在的服务伙伴能够获取他们所需的信息，从而决定是否要从事这种工作，”声明中说。 FTC在公告中表示，该公司宣称的远程客户服务工作每小时工资高达18美元，但其内部文件显示，平台上的平均工资为每小时12美元。从2019年到2022年，99.9%的工人在该平台上的基本工资不到每小时18美元。 该机构称，在收到处罚通知后，Arise仍继续发布声称收入为每小时18美元的广告。 此外，FTC的投诉还称，工人被要求购买数百美元的设备，如计算机和耳机，这些设备包括从Arise购买并由其融资的设备。工人还被收取高达250美元的培训费用，这是工人在开始赚钱工作之前必须完成的培训课程。此外，工人每月还被收取近40美元的强制性费用。 根据FTC的说法，Arise招募的大多数零工工人是黑人，几乎都是女性。FTC表示，700万美元的和解金将用于退还工人的费用。Arise还被禁止在无法证实其声明的情况下向潜在工人做出收入声明。 另外，FTC还表示，Arise还面临因错误分类工人为独立承包商的持续诉讼。美国劳工部在2023年6月宣布对该公司提起诉讼，称该公司错误地将22000名工人分类为独立承包商。 Arise还同意在2024年3月支付超过290万美元，以解决在哥伦比亚特区的一起误分类诉讼。
    Remote Work
    2024年07月03日
  • Remote Work
    How Generative AI Adds Value to the Future of Work 这篇Upwork的文章深入探讨了生成式人工智能（AI）在重新塑造工作价值方面的变革力量，强调了自动化和创新不仅改变了工作岗位，还在各个行业提高了生产力和创造力。文章着重讨论了对劳动力市场的细微影响，强调了技能发展和道德考虑的重要性，并对人工智能与人类合作的未来提供了前瞻性的视角。 Authors:  Dr. Ted Liu, Carina Deng, Dr. Kelly Monahan Generative AI’s impact on work: lessons from previous technology advancements In this study, we provide a comprehensive analysis of the initial impact of generative AI (artificial intelligence) on the Upwork marketplace for independent talent. Evidence from previous technological innovations suggests that AI will have a dual impact: (1) the displacement effect, where job or task loss is initially more noticeable as technologies automate tasks, and (2) the reinstatement effect, where new jobs and tasks increase earnings over time as a result of the new technology. Take for example the entry of robotics within the manufacturing industry. When robotic arms were installed along assembly lines, they displaced some of the tasks that humans used to do. This was pronounced in tasks that were routine and easy to automate. However, new tasks were then needed with the introduction of robotics, such as programming the robots, analyzing data, building predictive models, and maintaining the physical robots. The effects of new technologies often counterbalance each other over time, giving way to many new jobs and tasks that weren’t possible or needed before. The manufacturing industry is now projected to have more jobs available as technologies continue to advance, including Internet of Things (IoT), augmented reality, and AI, which transform the way work is completed. The issue now at hand is ensuring enough skilled workers are able to work alongside these new technologies. While this dynamic of displacement and reinstatement generally takes years to materialize, as noted above in the manufacturing example, the effects of generative AI may be taking place already on Upwork. For the platform as a whole, we observe that generative AI has increased the total number of job posts and the average spend per new contract created. In terms of work categories, generative AI has reduced demand in writing and translation, particularly in low-value work, while enhancing earnings in high-value work across all groups. In particular, work that relies on this new technology like Data Science and Analytics are reaping the benefits. The report highlights the importance of task complexity and the skill-biased nature of AI's impact. Skills-biased technology change is to be expected as the introduction of new technologies generally favors highly skilled workers. We observe this on our platform as high-skill freelancers in high-value work are benefiting more, while those in low-value work face challenges, underscoring the need for skilling and educational programs to empower freelancers to adapt and transition in this evolving work landscape. Understanding the lifecycle of work on Upwork and the impact of gen AI Generative AI has a growing presence in how people do their work, especially since the public release of ChatGPT in 2022. While there’s been extensive discussion about the challenges and opportunities of generative AI, there is limited evidence of such impact based on transaction data in the broader labor market. In this study, we use Upwork’s platform data to estimate the short-term effects of generative AI on freelance outcomes specifically. The advantage of the Upwork platform is that it is in itself a complete marketplace for independent talent, as we observe the full life cycle of work: job posts, matching, work execution, performance reviews, and payment. Few other instances exist where a closed-system work market can be studied and observed. Thus, the results of this study offer insights into not only the online freelance market, but also the broader labor market. How technological progress disrupts the labor market is not a new topic. Acemoglu and Restrepo (2019) argue that earning gain arises from new tasks created by technological progress, which they term the “reinstatement effect,” even if the automation of certain tasks may have a displacement effect in the labor market initially. What this means is that there may be a dynamic effect going on: the displacement effect (e.g., work loss) may be more noticeable in the beginning of a new technology entry, but as new jobs and tasks are being created, the reinstatement effect (e.g., rates increase, new work) will begin to prevail. In the broader labor market, such dynamics will likely take years to materialize. But in a liquid and active independent work marketplace like Upwork, it’s possible that we’re already observing this transition happening. Existing studies such as this provides a useful conceptual framework to think about the potential impact of generative AI. It’s likely that in the short term, the replacement of generative AI will continue to be more visible, not just at Upwork, but also in the broader labor market. Over time and across work categories, however, generative AI will likely spur new tasks and jobs, leading to the reinstatement effect becoming stronger and increasing rates for those occupations with new tasks and a higher degree of task complexity. We’ve already seen evidence of new demand as a result of gen AI on our Upwork platform, with brand new skill categories like AI content creator and prompt engineer emerging in late 2022 and early 2023. We test this hypothesis of both work displacement and reinstatement, and provide insights into how generative AI affects work outcomes. Impact of generative AI on work To understand the short-term impact of generative AI on the Upwork freelance market, we capitalize on a natural experiment arising from the public release of ChatGPT in November 2022. Because this release was largely an unanticipated event to the general public, we’re able to estimate the causal impact of generative AI. The essential idea behind this natural experiment is that we want to compare the work groups affected by AI with the counterfactual in which they are not. To implement this, we use a statistical and machine-learning method called synthetic control. Synthetic control allows us to see the impact that an intervention, in this case, the introduction of gen AI, has on a group over time by comparing it to a group with similar characteristics not exposed to the intervention. The advantage of this approach is that it allows us to construct reasonably credible comparison groups and observe the effect over time. The units of analysis we use are work groups on the Upwork platform; we analyze variables such as contract number and freelancer earnings. Instead of narrowly focusing on a single category like writing, we extend the analysis to all the major work groups on Upwork. Moreover, we conduct additional analysis of the more granular clusters within each major group. The synthetic control method allows for flexibility in constructing counterfactuals at different levels of granularity. The advantage of our comprehensive approach is that we offer a balanced view of the impact of generative AI across the freelance market. Generative AI’s short-term impact on job posts and freelancer earnings Looking at the platform as a whole, we observe that generative AI has increased the total number of job posts by 2.4%, indicating the overall increased demand from clients. Moreover, as shown in Figure 1, for every new job contract, there is an increase of 1.3% in terms of freelancer earnings per contract, suggesting a higher value of contracts. Figure 1 Effect of Generative AI on Freelancer Earning per Contract The Upwork platform has three broad sectors: 1. Technological and digital solutions (tech solutions); 2. Creative & outreach; 3. Business operations and consulting. We have observed both positive and negative effects within each of the sectors, but two patterns are worth noting: The reinstatement effect of generative AI seems to be driving growth in freelance earnings in sectors related to tech solutions and business operations. In contrast, within the creative sector, while sales and marketing earnings have grown because of AI, categories such as writing and translation seem disproportionately affected more by the replacement effect. This is to be expected due to the nature of tasks within these categories of work, where large language models are now able to efficiently process and generate text at scale. Generative AI has propelled growth in high-value work across the sectors and may have depressed growth in low-value work. This supports a skills-biased technology change argument, which we’ve observed throughout modern work history. More specifically and within tech solutions, data science & analytics is a clear winner, with over 8% of growth in freelance earnings attributed to generative AI. This makes sense as the reinstatement effect is at work; new work and tasks such as prompt engineering have been created and popularized because of generative AI. Simultaneously, while tools such as ChatGPT automate certain scripting tasks (therefore leading to a replacement effect), it mainly results in productivity enhancements for freelancers and potentially leads to them charging higher rates and enjoying higher overall earnings per task. In terms of contracts related to business operations, we observe that accounting, administrative support, and legal services all experience gains in freelance earnings due to generative AI, ranging from 6% to 7%. In this sector, customer service is the only group that has experienced reduced earnings (-4%). The reduced earnings result for customer service contracts is an example of the aggregate earnings outcomes of AI, related to the study by Brynjolfsson et al (2023), who find that generative AI helps reduce case resolution time at service centers. A potential outcome of this cut in resolution time is that service centers will need fewer workers, as more tasks can be completed by a person working alongside AI. At the same time, the reinstatement effect has not materialized yet because there are no new tasks being demanded in such settings. This may be an instance where work transformation has not yet been fully realized, with AI enabling faster work rather than reinventing a way of working that leads to new types of tasks. A contrasting case is the transformation that happened with bank tellers when ATMs were introduced. While the introduction of these new technologies resulted in predictions of obsolete roles in banks, something different happened over time. Banks were able to increase efficiency as a result of ATMs and were able to scale and open more branches than before, thereby creating more jobs. In addition, the transactional role of a bank teller became focused on greater interpersonal skills and customer relationship tasks. When taken together, the overall gains in such business operations work on Upwork are an encouraging sign. These positions tend to require relatively intensive interpersonal communication, and it seems the short-term effects of generative AI have helped increase the value of these contracts, similar to what we saw in the banking industry when ATMs were introduced. As of now, the replacement effect of AI seems more noticeable in creative and outreach work. The exception is sales and marketing contracts, which have experienced a 6.5% increase in freelance earnings. There is no significant impact yet observed on design. For writing and translation, however, generative AI seems to have reduced earnings by 8% and 10% respectively. However, as we will discover, task complexity has a moderating effect on this. High-value work benefit from generative AI, upskilling needed for low-value work Having discussed the overall impact of generative AI across categories, we now decompose the impact by values. The reason we’re looking at the dimension of work value is that there may be a positive correlation between contract value and skill complexity. Moreover, skill complexity may also be positively correlated with skill levels. Essentially, by evaluating the impact of AI by different contract values, we can get at the question of AI's impact by skill levels. This objective is further underscored by a discrepancy that sometimes exists in the broader labor markets – a skills gap between demand and supply. It simply takes time for upskilling to take place, so it’s typical for demand to exceed supply until a more balanced skilled labor market takes place. It is worth noting, however, freelancers on the Upwork platform seem more likely than non-freelancers to acquire new skills such as generative AI. For simplicity, let’s assume that the value of contracts is a good proxy for the level of skill required to complete them. We’d then assume that high-skill freelancers typically do high-value work, and low-skill freelancers do low-value work. In other words, our goal is also to understand whether the impact of generative AI is skills-biased and follows a similar pattern from what we’ve seen in the past with new technology disruptions. Note that we’re focusing on the top and bottom tails of the distribution of contract values, because such groups (rather than median or mean) might be most susceptible to displacement and/or reinstatement effects, therefore of primary concern. We define high-value (HV) work as those with $1,000 or more earnings per contract. For the remaining contracts, we focus on a subset of work as low-value (LV) work ($251-500 earnings). Figure 2 shows the impact of AI by work value, across groups on Upwork. As we discussed before, writing and translation work has experienced some reduction in earnings overall. However, if we look further into the effect of contract value, we see that the reduction is largely coming from the reduced earnings from low-value work. At the same time, for these two types, generative AI has induced substantial growth in high-value earnings – the effect for translation is as high as 7%. We believe the positive effect on translation high-value earning is driven by more posts and contracts created. In the tech solutions sector, the growth in HV earnings in data science and web development is also particularly noticeable, ranging from 6% to 9%. Within the business solutions sector, administrative support is the clear winner. There are two takeaways from this analysis by work value. First, while we’re looking at a sample of all the contracts on the platform, it’s possible that the decline of LV work is more than made up for by the growth of HV work in the majority of the groups. In other words, except for select work groups, the equilibrium results for the Upwork freelance market overall seem to be net positive gains from generative AI. Second, if we assume that freelancers with high skills (or a high degree of skill complexity) tend to complete such HV work (and low-skill freelancers do LV work), we observe that the impact of generative AI may be biased against low-skill freelancers. This is an important result: In the current discussion of whether generative AI is skill-based, there exists limited evidence based on realized gains and actual work market transactions. We are one of the first to provide market-transaction-based evidence to illustrate this potentially skill-biased impact. Finally, additional internal Upwork analysis finds that independent talent engaged in AI-related work earn 40% more on the Upwork marketplace than their counterparts engaged in non-AI-related work. This suggests there may be additional overlap between high-skill work and AI-related work, which can further reinforce the earning potential of freelancers in this group. Figure 2 Case study: 3D content work To illustrate the impact of generative AI in more depth, we have conducted a case study of Engineering & Architecture work within the tech solutions sector. The reason is that we want to illustrate the potentially overlooked aspects of AI impact, compared with the examples of data science and writing contracts. This progress in generative AI has the potential to reshape work in traditional areas like design in manufacturing and architecture, which rely heavily on computer-aided design (CAD) objects, and newer sectors such as gaming and virtual reality, exemplified by NVIDIA's Omniverse. Based on activities on the Upwork platform, we see that there is consistent growth of job posts and client spending in this category, with up to 12% of gross service value growth year over year in 2023 Q3, and over 11% in job posts during the same period. Moreover, applying the synthetic control method, we show a causal relationship between gen AI advancements and the growth in job posts and earnings per contract. More specifically, there is a significant increase in overall earnings because of AI, an average 11.5% increase. Additionally, as shown by Figure 3, the positive effect also applies to earning per contract. This indicates a positive impact on freelancer productivity and quality of work, due to the fact that we’re measuring the income for every unit of work produced. This suggests that gen AI is not just a facilitator of efficiency but also enhances the quality of output. ‍Figure 3 Effect of Generative AI on Freelancer Earning per Contract in EngineeringIn a traditional workflow to create 3D objects without generative AI, freelancers would spend extensive time and effort to design the topology, geometry, and textures of the objects. But with generative AI, they can do so through text prompts to train models and generate 3D content. For example, this blog by NVIDIA’s Omniverse team showcases how ChatGPT can interface with traditional 3D creation tools. Thus, the positive trajectory of generative AI in 3D content generation we see is driven by several factors. AI significantly reduces job execution time, allowing for higher productivity. It facilitates the replication and scaling of 3D objects, leading to economies of scale. Moreover, freelancers can now concentrate more on the creative aspects of 3D content, as AI automates time-consuming and tedious tasks. This shift has not led to a decrease in rates due to the replacement effect. In fact, this shift of workflow may create new tasks and work. We will likely see a new type of occupation in which technology and humanities disciplines converge. For instance, a freelancer trained in art history now has the tools to recreate a 3D rendering of Japan in the Edo period, without the need to conduct heavy coding. In other words, the reinstatement effect of AI will elevate the overall quality and value proposition of the work, and ultimately enable higher earning gains. This paradigm shift underscores generative AI's role in not just transforming work processes but also in creating new economic dynamics within the 3D content market. Fortunately, it seems many freelancers on Upwork are ready to reap the benefits: 3D-related skills, such as 3D modeling, rendering, and design, are listed among the top five skills of freelancer profiles as well as in job posts. A dynamic interplay: task complexity, skills, and gen AI Focusing on the Upwork marketplace for independent talent, we study the impact of generative AI by using the public release of ChatGPT as a natural experiment. The results suggest a dynamic interplay of replacement and reinstatement effects; we argue that this dynamic is influenced by task complexity, suggesting a skill-biased impact of gen AI. Analysis across Upwork's work sectors shows varied effects: growth in freelance earnings in tech solutions and business operations, but a mixed impact in the creative sector. Specifically, high-value work in data science and business operations see significant earnings growth, while creative contracts like writing and translation experience a decrease in earnings, particularly in lower-value tasks. Using the case study of 3D content creation, we show that generative AI can significantly enhance productivity and quality of work, leading to economic gains and a shift toward higher-value tasks, despite initial concerns of displacement. Acemoglu and Restrepo (2019) argue that the slowdown of earning growth in the United States the past three decades can partly be explained by new technologies’ replacement effect overpowering the reinstatement effect. But with generative AI, we’re at a point of completely redefining what human tasks mean, and there may be ample opportunities to create new tasks and work. It's evident that while high-value types of work are being created, freelancers engaged in low-value tasks may face negative impact, possibly due to a lack of skills needed to capitalize on AI benefits. This situation underscores the necessity of supporting freelancers not only in elevating their marketability within their current domains but also in transitioning to other work categories. To ensure as many people as possible benefit, there’s an imperative need to provide educational resources for them to gain the technical skills, and more importantly skills of adaptability to reinvent their work. This helps minimize the chance of missed opportunities by limiting skills mismatch between talent and new demands created by new technologies. Upwork has played a significant role here by linking freelancers to resources such as Upwork Academy’s AI Education Library and Education Marketplace, thereby equipping them with the necessary tools and knowledge to adapt and thrive in an AI-present job market. This approach can help bridge the gap between low- and high-value work opportunities, ensuring a more equitable distribution of the advantages brought about by generative AI. Methodology To estimate the causal impact of generative AI, we take a synthetic control approach in the spirit of Abadie, Diamond, and Hainmueller (2010). The synthetic control method allows us to construct a weighted combination of comparison units from available data to create a counterfactual scenario, simulating what would have happened in the absence of the intervention. We use this quasi-experimental method due to the infeasibility of conducting a controlled large-scale experiment. Additionally, we use Lasso regularization to credibly construct the donor pool that serves the basis of the counterfactuals and minimize the chance of overfitting the data. Moreover, we supplement the analysis by scoring whether a sub-occupation is impacted or unaffected by generative AI. The scoring utilizes specific criteria: 1. Whether a certain share of job posts are tagged as AI contracts by the Upwork platform; 2. AI occupational exposure score, based on a study by Felten, Raj, and Seamans (2023), to tag these sub-occupations. We also use data smoothing techniques through three-month moving averages. We analyzed data collected on our platform from 2021 through Q3 2023. We specifically look at freelancer data across all 12 work categories on the platform for high-value contracts, defined as those with a contract of at least $1,000, and low-value contracts, consisting of those between $251 and under $500. The main advantage of our approach is that it is a robust yet flexible way to identify the causal effects on not only the Upwork freelance market but also specific work categories. Additionally, we control for macroeconomic or aggregate shocks such as U.S. monetary policy in the pre-treatment period. However, we acknowledge the potential biases in identifying which sub-occupations are influenced by generative AI and the effects of external factors in the post-treatment period. About the Upwork Research Institute The Upwork Research Institute is committed to studying the fundamental shifts in the workforce and providing business leaders with the tools and insights they need to navigate the here and now while preparing their organization for the future. Using our proprietary platform data, global survey research, partnerships, and academic collaborations, we produce evidence-based insights to create the blueprint for the new way of work. About Ted Liu Dr. Ted Liu is Research Manager at Upwork, where he focuses on how work and skills evolve in relation to technological progress such as artificial intelligence. He received his PhD in economics from the University of California, Santa Cruz. About Carina Deng Carian Deng is the Lead Analyst in Strategic Analytics at Upwork, where she specializes in uncovering data insights through advanced statistical methodologies. She holds a Master's degree in Data Science from George Washington University. About Kelly Monahan Dr. Kelly Monahan is Managing Director of the Upwork Research Institute, leading our future of work research program. Her research has been recognized and published in both applied and academic journals, including MIT Sloan Management Review and the Journal of Strategic Management.
    Remote Work
    2024年02月23日
  • Remote Work
    2024年未来全球人力资源趋势 本博客重点介绍了 2024 年新兴的未来全球人力资源趋势。探索人力资源专业人士和企业在 2024 年保持竞争力所需采取的最具影响力的发展和战略。  人力资源世界正在经历一场巨大的变革。它是由快速发展的技术、不断变化的劳动力人口结构以及对员工福祉的重新重视所推动的。未来的工作是重塑组织吸引、管理和留住人才的方式。  这些人力资源趋势植根于创新，并受到对现代劳动力需求和愿望的更深入理解的推动，将在未来几年重新定义人力资源的角色。人力资源 (HR) 专业人员有一些令人兴奋且重要的事情需要学习和适应。     混合工作模式——工作的演变 近年来，混合工作模式已成为一个流行词。远程和混合工作的日益普及正在重新定义企业的运营方式以及员工如何履行其专业职责。  众所周知，疫情导致远程工作大幅增加。   混合工作模式是雇主期待的新解决方案。它提供的灵活性允许个人定制他们的工作时间表，以更好地适应他们的个人生活。  然而，在混合工作场所中，人力资源部的主要重点是制定政策和实践，确保员工在与同事保持联系的同时实现健康的工作与生活平衡。明确的指导方针、开放的沟通和信任的文化对于有效管理这种平衡至关重要。 混合工作模式预计将成为现代工作场所的关键部分，提供灵活性，改善工作与生活的平衡，并为人才招聘提供有吸引力的好处。尽管存在挑战，但技术和人力资源实践的快速发展将继续支持混合工作场所和远程工作的未来。人力资源专业人士和企业必须拥抱这种混合远程工作的趋势，并调整策略，在这个新的工作时代为员工创造一个既高效又充实的工作环境。 工作场所的多元化、公平性和包容性 工作场所的多元化、公平性和包容性 (DEI) 不仅仅是一个流行词，而且是 2024 年继续流行的人力资源管理新兴趋势之一。  大多数组织已经在努力建立一个多元化和包容性的工作场所，这必将帮助他们成长和成功。工作场所的包容性和多样性不仅仅是一项道德和伦理举措，它正在成为吸引、留住和聘用顶尖人才的战略举措。  在来年鼓励工作场所的多样性、公平性和包容性时，可以考虑一些建议：  确保领导者为整个组织定下正确的基调  明确制定和传达“工作场所多元化”政策，并向所有员工提供指导方针  在招聘启事、多样化的面试小组以及对代表性不足的群体的外展活动中使用公正的语言。  通过向所有员工提供多元化和包容性培训来提高意识  建立包容性的工作文化，让所有声音都得到倾听和重视  确保无论性别、种族或背景如何，薪酬和机会均等  庆祝工作场所的文化和个人行为差异  衡量 DEI 为建立工作场所多样性、公平性和包容性而采取的举措的进展情况，并在需要时实施新战略 为未来做好准备的劳动力的再培训和技能提升 员工成长和发展日益受到重视。对于任何企业的成功，关注员工的持续学习和发展非常重要。  计划投资于员工培训、导师计划以及员工技能提升和再培训机会可能是企业的最佳选择。主动为员工提供咨询并为他们的职业发展制定明确的道路至关重要。这确保他们感到受到重视并能够在组织内看到未来。  持续学习、员工技能提升和再培训将有助于员工的内部流动。这也将有助于吸引和留住员工。  另一方面，就业市场也在不断变化。为了跟上工作场所不断变化的需求，员工必须专注于技能提升和再培训。他们将需要发展新技能，获得工作领域的专业知识，并根据新的行业趋势更新知识。 为未来做好准备的劳动力的再培训和技能提升将是来年未来人力资源的主要趋势之一。它将盛行并使员工和组织取得成功。  关注员工心理健康和工作场所福祉 快乐、健康和敬业的员工队伍不仅生产力高，而且更有可能对公司保持忠诚。随着压力和抑郁的专业人士比例不断增加，公司必须优先考虑员工的身体、心理和情感健康。  2024 年最新的人力资源趋势之一是关注员工的心理健康和福祉。员工援助计划和心理健康日将很快成为常态。事实上，雇主已经开始进行公开讨论并提供咨询服务。  通过提供灵活和支持性的工作环境并让员工保持健康的工作与生活平衡，可以照顾员工的福祉。这包括提供远程工作选项、灵活的日程安排以及为团队成员提供善解人意的经理。  未来的工作将观察到雇主将重点放在旨在为员工提供良好身体健康、营养和锻炼的健康计划上。有一些组织提供健身房会员资格、瑜伽课程以及心理和身体健康应用程序，以鼓励健康的生活方式。为了衡量这些努力的影响，采用数据驱动的工具和调查来评估员工的福祉和满意度。这将持续成为 2024 年及以后最突出的人力资源趋势之一。  用于数据驱动决策的人力资源分析工具  随着技术的进步，组织正在最大限度地利用人力资源分析来进行数据驱动的决策。  人力资源分析涉及收集和分析与员工绩效、敬业度和整体福祉相关的数据。这有助于获得洞察力，从而推动各个人力资源职能部门做出更好的决策。  使用人力资源分析工具和数据驱动的人力资源是当前人力资源趋势之一，并将在 2024 年继续占据主导地位。利用数据和人力资源分析力量的组织必将拥有竞争优势。  此外，人员分析将使人力资源专业人员能够：  识别员工相关趋势 衡量现有策略的有效性 做出数据驱动的决策，从而改善员工体验和组织成功 这些先进的人力资源数据分析工具将帮助雇主更好地了解员工流动率的关键驱动因素、培训和发展计划的影响、招聘策略的有效性等等。  积极的职场文化，共创美好明天  工作场所及其文化直接影响员工体验。因此，创造积极的职场文化当然需要一种具有前瞻性的方法，对于进入劳动力市场的新一代来说更是如此。 积极和包容的工作环境可以提高员工保留率、提高生产力和公司发展。因此，创造一个积极的工作环境，让员工感到受到重视、尊重和激励非常重要。  在未来的一年里，企业将需要塑造自己的工作文化，以体现多元化和包容性的价值观，并提供卓越的员工体验（满足员工的职业成长和个人福祉）。  简而言之，通过关注“工作文化”，人力资源部门将改变公司吸引、保留和聘用公司发展和成功所必需的顶尖人才的方式。  人工智能和人力资源流程自动化——2024 年全球热门未来人力资源趋势之一  利用人工智能 (AI) 进行人力资源自动化正在改变人力资源部门的运作方式。人工智能对人力资源的主要好处是它能够简化各种人力资源流程，从而提高效率和整体效益。 预计到 2024 年，人工智能和人力资源流程自动化将实现强大的结合。人工智能将深刻影响各种人力资源流程，从招聘和人才获取到绩效管理和员工敬业度。  基于人工智能的算法现在在简历筛选和候选人入围中发挥着至关重要的作用。这大大减少了招聘过程中花费的时间和精力。此外，聊天机器人和虚拟助理对于解决候选人的疑问并帮助他们完成申请流程至关重要。他们的主要目标是提高效率并提供用户友好的体验。  通过人工智能实现各种人力资源职能的自动化还简化了日常管理任务，例如工资单、福利管理和休假审批。提高准确性、减少管理开销和快速响应时间是其中一些好处。  可以说人工智能不会取代人力资源工作，但它肯定会让人力资源专业人员在塑造未来工作方面变得更具战略性。 零工工人，混合劳动力的新方面  近年来，零工经济已成为不断发展的人力资源格局的一部分。零工工人是指那些作为独立承包商、自由职业者或顾问工作的人。  如今，他们日益成为劳动力的重要组成部分。  专家预测，来年，雇主将不得不寻找方法来容纳零工劳动力。由于越来越多的人选择独立工作，而不是全职工作，远程零工工作将成为 2024 年人力资源管理的流行趋势之一。  为了保持积极主动，雇主必须制定有效管理零工工人的策略，认识到他们在灵活性、专业知识和成本效率方面带来的价值。人力资源专业人士还应优先创建一个欢迎全职员工和零工员工的多元化工作场所。需要实施灵活的工作场所政策和人力资源技术解决方案，以满足各种就业安排。  零工经济相信将成为 2024 年最重要的人力资源趋势之一，并将继续增长。  基于云的人力资源系统——对于成长型企业来说不是奢侈品而是必需品  2024 年人力资源的主要趋势之一是越来越多地采用云人力资源系统。 快速发展的技术不断重塑工作场所。人力资源技术趋势关注组织如何利用技术将其人力资源流程和数据管理转移到云端。人力资源专业人员正在使用云人力资源系统来提高灵活性和效率，并改变他们处理人力资源职能的方式。  云人力资源系统（例如Empxtrack）使人力资源专业人员能够安全地访问、更新和分析员工数据，即使他们在远程工作或在旅途中也是如此。  Empxtrack 是领先的人力资源管理系统之一，它简化了各种人力资源操作，包括薪资、福利管理、招聘、绩效管理等。该软件以其众多的配置选项以及出色的定制和集成功能而闻名，从而映射到每个客户的独特需求要求。云人力资源软件减少了管理工作量，确保数据安全，并让人力资源部门腾出时间专注于战略业务目标。  人力资源管理系统的重要性在未来几年只会增长。每个致力于打造高效、敬业和快乐员工队伍的企业都将在 2024 年实施并继续使用人力资源管理系统。  员工体验——2024 年未来全球人力资源趋势之一  2024年，“员工体验”将成为重点关注点。员工体验，通常缩写为 EX，是指员工在公司工作时的感受和经历。它的重点是让员工的工作场所变得更加愉快、有意义和高效。  这一趋势表明，快乐且敬业的员工更有可能留在公司并提高工作效率。这反过来对员工和组织都有好处。  来年，公司将投资各种举措来改善员工体验。其中一些举措包括：  了解员工的独特需求和偏好。这包括灵活的工作安排、创造舒适的物理工作空间等等。  提供职业发展机会。最好的方法是投资于培训、指导计划和技能提升机会。  关注工作场所员工的福祉。公司将提供咨询服务、灵活的时间表，并鼓励工作与生活的平衡。  促进工作场所的开放式沟通。创建一个让员工公开讨论他们的需求和挑战的工作场所。  定期提供反馈。为员工提供建设性的反馈和正确的指导。 员工体验不仅仅是一种趋势，而且将成为 2024 年人力资源部门的首要任务。 最后的想法  人力资源管理的未来趋势让我们对未来有了令人兴奋的看法，未来工作将更加灵活、包容和数据驱动。  成功当然取决于创新、技术以及让员工感到受到重视的工作场所。因此，组织需要拥抱这些人力资源技术趋势，才能走在最前沿并妥善管理员工队伍。  了解员工的期望并正确使用技术来满足他们的需求至关重要。遵循 2024 年未来全球人力资源趋势可能会在未来几年改变人力资源部门的游戏规则。 
    Remote Work
    2024年02月18日
    • 12
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